Pub Date : 2020-01-21DOI: 10.1177/0886368719900573
Luis Felipe Llanos Reynoso, Lorena Martínez Verduzco
This article studies the historical evolution of the number of households in Mexico in relation to the income received by each one of their members. Data from the National Statistics on Family Income and Expenditure (Estadísticas Nacionales de Ingresos y Gastos de los Hogares) are analyzed using simple regression models. It is identified that in the past 35 years the number of Mexican households has multiplied by 3, the percentage of income earners per household has multiplied by 2, while the number of children per household has reduced by half. However, this structural change of families has neither provided greater income for them nor helped reduce the inequality index in Mexico. Structural changes and inequality index are questioned as measures of well-being in Mexico.
本文研究了墨西哥家庭数量与家庭成员收入之间的历史演变。国家家庭收入和支出统计数据(Estadísticas Nacionales de Ingresos y Gastos de los Hogares)使用简单的回归模型进行分析。报告指出，在过去35年中，墨西哥家庭的数目增加了3倍，每个家庭的收入者百分比增加了2倍，而每个家庭的儿童数目减少了一半。然而，这种家庭结构的变化既没有为他们提供更多的收入，也没有帮助减少墨西哥的不平等指数。结构性变化和不平等指数作为墨西哥的幸福指标受到质疑。
{"title":"Duplicating the Number of Income Earners per Household in Mexico Does Not Reduce Inequality","authors":"Luis Felipe Llanos Reynoso, Lorena Martínez Verduzco","doi":"10.1177/0886368719900573","DOIUrl":"https://doi.org/10.1177/0886368719900573","url":null,"abstract":"This article studies the historical evolution of the number of households in Mexico in relation to the income received by each one of their members. Data from the National Statistics on Family Income and Expenditure (Estadísticas Nacionales de Ingresos y Gastos de los Hogares) are analyzed using simple regression models. It is identified that in the past 35 years the number of Mexican households has multiplied by 3, the percentage of income earners per household has multiplied by 2, while the number of children per household has reduced by half. However, this structural change of families has neither provided greater income for them nor helped reduce the inequality index in Mexico. Structural changes and inequality index are questioned as measures of well-being in Mexico.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"1 1","pages":"39 - 52"},"PeriodicalIF":0.0,"publicationDate":"2020-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79658005","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-20DOI: 10.1177/0886368719900032
Tesa E. Leonce
The number of dual-income households has been steadily increasing over the past few decades. This study supports the hypothesis that given a household’s desire to remain above a minimum threshold standard of living, the rise in the number of dual-earner households is inevitable mostly due to inflationary pressures in product markets including rising housing prices and child care costs coupled with relatively flat wage trends. Mitigating uncertainty and risk associated with shifts in retirement plan offerings—moving away from defined benefit plans such as pensions toward defined contribution options such as 401(k) plans—was also cited as a factor contributing to the rising number of dual earners. This study highlights the costs and benefits of dual-earning decisions and the intertemporal implications for households, labor markets and overall societal welfare.
{"title":"The Inevitable Rise in Dual-Income Households and the Intertemporal Effects on Labor Markets","authors":"Tesa E. Leonce","doi":"10.1177/0886368719900032","DOIUrl":"https://doi.org/10.1177/0886368719900032","url":null,"abstract":"The number of dual-income households has been steadily increasing over the past few decades. This study supports the hypothesis that given a household’s desire to remain above a minimum threshold standard of living, the rise in the number of dual-earner households is inevitable mostly due to inflationary pressures in product markets including rising housing prices and child care costs coupled with relatively flat wage trends. Mitigating uncertainty and risk associated with shifts in retirement plan offerings—moving away from defined benefit plans such as pensions toward defined contribution options such as 401(k) plans—was also cited as a factor contributing to the rising number of dual earners. This study highlights the costs and benefits of dual-earning decisions and the intertemporal implications for households, labor markets and overall societal welfare.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"27 1","pages":"64 - 76"},"PeriodicalIF":0.0,"publicationDate":"2020-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86585751","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-01DOI: 10.1177/0886368719899209
Evan K. Perrault, Grace M. Hildenbrand, Rachel HeeJoon Rnoh
While worksite wellness programs are generally designed to help employees realize better overall health, some employees may not see them in that light. The current study sought to better understand why employees refuse to participate in a new employer-sponsored wellness program. This study also investigated how participation in the program is related to employees’ self-perceived health, efficacy to be healthier and their perceptions toward their organization providing useful resources to engage in a healthy lifestyle. A survey of more than 1,500 employees at a large Midwest organization was conducted after their annual open-enrollment period. Open-ended responses from participants refusing to participate in the wellness program (n = 297) indicated privacy considerations as their primary concern. They also thought participation would take too much time, conceptually thought the program was unfair or not useful and felt they were already healthy and not in need of the program. Both participants and nonparticipants had no differences in self-perceived overall health. However, participants had greater self-efficacy, and perceptions that their employer offered useful resources to engage in a healthy lifestyle, than nonparticipants. Recommendations for communicating new wellness programs to employees are discussed.
{"title":"Employees’ Refusals to Participate in an Employer-Sponsored Wellness Program: Barriers and Benefits to Engagement","authors":"Evan K. Perrault, Grace M. Hildenbrand, Rachel HeeJoon Rnoh","doi":"10.1177/0886368719899209","DOIUrl":"https://doi.org/10.1177/0886368719899209","url":null,"abstract":"While worksite wellness programs are generally designed to help employees realize better overall health, some employees may not see them in that light. The current study sought to better understand why employees refuse to participate in a new employer-sponsored wellness program. This study also investigated how participation in the program is related to employees’ self-perceived health, efficacy to be healthier and their perceptions toward their organization providing useful resources to engage in a healthy lifestyle. A survey of more than 1,500 employees at a large Midwest organization was conducted after their annual open-enrollment period. Open-ended responses from participants refusing to participate in the wellness program (n = 297) indicated privacy considerations as their primary concern. They also thought participation would take too much time, conceptually thought the program was unfair or not useful and felt they were already healthy and not in need of the program. Both participants and nonparticipants had no differences in self-perceived overall health. However, participants had greater self-efficacy, and perceptions that their employer offered useful resources to engage in a healthy lifestyle, than nonparticipants. Recommendations for communicating new wellness programs to employees are discussed.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"21 1","pages":"18 - 8"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84384175","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-01DOI: 10.1177/0886368719892176
R. Greene
Research has shown multiple cognitive biases that affect compensation related decisions. This research brief lists and describes several, including the bias held by most of us that we are too intellignet to fall prey to biases. Implications for HR and compensation practitioners conclude this research brief.
{"title":"Research for Practitioners: Cognitive Bias","authors":"R. Greene","doi":"10.1177/0886368719892176","DOIUrl":"https://doi.org/10.1177/0886368719892176","url":null,"abstract":"Research has shown multiple cognitive biases that affect compensation related decisions. This research brief lists and describes several, including the bias held by most of us that we are too intellignet to fall prey to biases. Implications for HR and compensation practitioners conclude this research brief.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"380 1","pages":"5 - 7"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82650978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-01DOI: 10.1177/0886368720910045
R. Greene
{"title":"Book Review: Evidence-Based Management: How to Use Evidence to Make Better Organizational Decisions","authors":"R. Greene","doi":"10.1177/0886368720910045","DOIUrl":"https://doi.org/10.1177/0886368720910045","url":null,"abstract":"","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"102 1","pages":"27 - 28"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76869152","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-01DOI: 10.1177/0886368720903842
J. Kilgour
What are now called “traditional IRAs” (Individual Retirement Accounts) were created by the Employee Retirement Income Security Act of 1974. Roth IRAs were added in 1997. Employer-sponsored Simplified Employee Pensions–IRAs were added in 1978 and Savings Investment Match Plans for Employees–IRAs (and 401(k)s) in 1996. Together IRAs hold $8.8 trillion in assets, one third of the total $27.1 trillion in all retirement plans. This article examines the role and importance of IRAs in the U.S. retirement system and the development of the different types of IRAs and their interaction with each other.
{"title":"The Role and Importance of Individual Retirement Accounts","authors":"J. Kilgour","doi":"10.1177/0886368720903842","DOIUrl":"https://doi.org/10.1177/0886368720903842","url":null,"abstract":"What are now called “traditional IRAs” (Individual Retirement Accounts) were created by the Employee Retirement Income Security Act of 1974. Roth IRAs were added in 1997. Employer-sponsored Simplified Employee Pensions–IRAs were added in 1978 and Savings Investment Match Plans for Employees–IRAs (and 401(k)s) in 1996. Together IRAs hold $8.8 trillion in assets, one third of the total $27.1 trillion in all retirement plans. This article examines the role and importance of IRAs in the U.S. retirement system and the development of the different types of IRAs and their interaction with each other.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"24 1","pages":"19 - 26"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82938971","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-09-01DOI: 10.1177/0886368719898310
Pankaj M. Madhani
The research deploys service–profit chain model to underscore the impact of effective rewards strategy on contribution and performance of employees in enhancing customer service and, thus, business performance. The service–profit chain postulates that higher employee satisfaction levels lead to high customer satisfaction and ultimately affect consumer loyalty and profitability. Therefore, human resource managers should implement better internal service quality practices, such as effective rewards strategy that focus on employee satisfaction, operational excellence and service orientation, to enhance firm performance. The research emphasizes that the service–profit chain begins with internal service quality triggered by financial and nonfinancial rewards and ends with business performance in terms of revenue growth and profitability. The research highlights that with effective rewards strategy, companies should take care of their employees first, because doing so will result in employees delivering a better customer experience and creating loyal customers who generate greater profits.
{"title":"Rewards Strategy: A Key Driver of Service–Profit Chain","authors":"Pankaj M. Madhani","doi":"10.1177/0886368719898310","DOIUrl":"https://doi.org/10.1177/0886368719898310","url":null,"abstract":"The research deploys service–profit chain model to underscore the impact of effective rewards strategy on contribution and performance of employees in enhancing customer service and, thus, business performance. The service–profit chain postulates that higher employee satisfaction levels lead to high customer satisfaction and ultimately affect consumer loyalty and profitability. Therefore, human resource managers should implement better internal service quality practices, such as effective rewards strategy that focus on employee satisfaction, operational excellence and service orientation, to enhance firm performance. The research emphasizes that the service–profit chain begins with internal service quality triggered by financial and nonfinancial rewards and ends with business performance in terms of revenue growth and profitability. The research highlights that with effective rewards strategy, companies should take care of their employees first, because doing so will result in employees delivering a better customer experience and creating loyal customers who generate greater profits.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"51 1","pages":"162 - 172"},"PeriodicalIF":0.0,"publicationDate":"2019-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87212269","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-09-01DOI: 10.1177/0886368719895934
Duncan Brown
In 2017, the U.K. government enacted legislation making it compulsory for employers across all sectors with more than 250 employees to report six gender pay gap statistics on a consistent basis, with the majority adding voluntary explanatory reports. Over 10,000 have reported in each of the 2 years since, pushing the issue significantly higher up both corporate boardroom and academic research agendas. In this article, after briefly explaining the national and legislative context, the author profiles the action plans which U.K. employers have published designed to close these gaps, focusing on higher education institutions. The author goes on to profile the research on what works in closing gaps and highlights the significant dissonance between the two perspectives. Employer actions tend to focus narrowly on training and other “soft” involuntary initiatives, while the academic research highlights a multipronged approach across all areas of human resources activity as most effective and including compulsory actions such as “blind” recruitment. The author concludes by outlining how these two perspectives may be integrated to produce more relevant research and evidence-based practice, thereby driving more significant and sustainable reductions in gender pay gaps.
{"title":"Gender Pay Gaps, the U.K. Experience: How Do We Close Them, How Do We Bring Research Into Practice?","authors":"Duncan Brown","doi":"10.1177/0886368719895934","DOIUrl":"https://doi.org/10.1177/0886368719895934","url":null,"abstract":"In 2017, the U.K. government enacted legislation making it compulsory for employers across all sectors with more than 250 employees to report six gender pay gap statistics on a consistent basis, with the majority adding voluntary explanatory reports. Over 10,000 have reported in each of the 2 years since, pushing the issue significantly higher up both corporate boardroom and academic research agendas. In this article, after briefly explaining the national and legislative context, the author profiles the action plans which U.K. employers have published designed to close these gaps, focusing on higher education institutions. The author goes on to profile the research on what works in closing gaps and highlights the significant dissonance between the two perspectives. Employer actions tend to focus narrowly on training and other “soft” involuntary initiatives, while the academic research highlights a multipronged approach across all areas of human resources activity as most effective and including compulsory actions such as “blind” recruitment. The author concludes by outlining how these two perspectives may be integrated to produce more relevant research and evidence-based practice, thereby driving more significant and sustainable reductions in gender pay gaps.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"1 1","pages":"144 - 161"},"PeriodicalIF":0.0,"publicationDate":"2019-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84187216","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-09-01DOI: 10.1177/0886368719898932
T. Welbourne, Steven D. Schlachter
The topic of employee engagement has received tremendous attention. With this large body of work has come numerous definitions, varied measurement systems and diverse employee-based interventions designed to improve engagement. In this article, we suggest that a variant on this work, employee engagement intent, can provide a useful framework for research and practice. Through a review of the evolution of employee engagement, we utilize two unique concepts that have emerged over time. One is that employee engagement is about the individual employee bringing more of himself or herself to work, and the second is that engagement initiatives are focused on encouraging employees to engage in behaviors that go above and beyond the core job at work. To help unify these two concepts and provide a theoretical basis for studying intent, we tap into role theory and specifically five roles at work. Intent is defined as the degree to which employees engage in non–core job roles to bring more of themselves to work (for personal interest) while also helping meet company-specific objectives. We use the model of engagement intent to suggest specific interventions that should help organizations interested in improving individual and business performance through intentional engagement programs.
{"title":"Engagement Intent: Role Theory Perspectives for Balancing Individual and Firm-Level Engagement Outcomes","authors":"T. Welbourne, Steven D. Schlachter","doi":"10.1177/0886368719898932","DOIUrl":"https://doi.org/10.1177/0886368719898932","url":null,"abstract":"The topic of employee engagement has received tremendous attention. With this large body of work has come numerous definitions, varied measurement systems and diverse employee-based interventions designed to improve engagement. In this article, we suggest that a variant on this work, employee engagement intent, can provide a useful framework for research and practice. Through a review of the evolution of employee engagement, we utilize two unique concepts that have emerged over time. One is that employee engagement is about the individual employee bringing more of himself or herself to work, and the second is that engagement initiatives are focused on encouraging employees to engage in behaviors that go above and beyond the core job at work. To help unify these two concepts and provide a theoretical basis for studying intent, we tap into role theory and specifically five roles at work. Intent is defined as the degree to which employees engage in non–core job roles to bring more of themselves to work (for personal interest) while also helping meet company-specific objectives. We use the model of engagement intent to suggest specific interventions that should help organizations interested in improving individual and business performance through intentional engagement programs.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"3 1","pages":"173 - 195"},"PeriodicalIF":0.0,"publicationDate":"2019-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83594819","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-06-01DOI: 10.1177/0886368719866522
L. Ford, B. Deptula
Wage inequality in America is ballooning. The issue is receiving significant attention in the public discourse but to what avail? It is an issue that affects the entire economy although the suffering thus far has focused primarily on the lower 90% of wage earners. The long-term impacts, however, may be even more encompassing. Regardless of the potential costs, under the currently understood societal roles of corporate leaders and politicians, the issue of wage inequality is currently no one’s specific responsibility to address, but everyone’s problem. We examine the current wage status of the economic classes, the compensation practices that contribute and potential societal and economic costs if no action is taken. Finally, we consider the roles that potential players currently perform and should consider in the future to strategically address this issue.
{"title":"The Wage Gap: No One’s Responsibility, But Everyone’s Problem","authors":"L. Ford, B. Deptula","doi":"10.1177/0886368719866522","DOIUrl":"https://doi.org/10.1177/0886368719866522","url":null,"abstract":"Wage inequality in America is ballooning. The issue is receiving significant attention in the public discourse but to what avail? It is an issue that affects the entire economy although the suffering thus far has focused primarily on the lower 90% of wage earners. The long-term impacts, however, may be even more encompassing. Regardless of the potential costs, under the currently understood societal roles of corporate leaders and politicians, the issue of wage inequality is currently no one’s specific responsibility to address, but everyone’s problem. We examine the current wage status of the economic classes, the compensation practices that contribute and potential societal and economic costs if no action is taken. Finally, we consider the roles that potential players currently perform and should consider in the future to strategically address this issue.","PeriodicalId":79838,"journal":{"name":"Compensation and benefits review","volume":"13 1","pages":"112 - 128"},"PeriodicalIF":0.0,"publicationDate":"2019-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77267030","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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