Recommendations for improving the compensation package in OOO

2020 ◽  
pp. 6-13
Author(s):  
D. V. Elatomtsev
Keyword(s):  
Compensation Package

The article considers the theoretical and practical aspects of the “compensation package” concept. The essence and structure of the compensation package is formulated. Recommendations for improving the compensation package of a real company are given.

Forming a compensation package in an organization: problems and solutions

2020 ◽  
pp. 58-70
Author(s):  
D. V. Elatomtsev
Keyword(s):  
Compensation Package ◽  
Problems And Solutions

The article discusses the theoretical and practical aspects of the compensation package concept. The essence and structure of the compensation package is formulated.

scholarly journals The Economic Implications of Compensation Package to a Business Process Outsourcing in Bacolod City

2020 ◽  
Vol 3 (2) ◽  
pp. 17-18
Author(s):  
Luneta Fe S. David ◽  
Anabelle S. Palic
Keyword(s):  
Business Process ◽  
Business Process Outsourcing ◽  
Employee Compensation ◽  
Economic Implications ◽  
Compensation Package ◽  
Labor Statistics ◽  
Base Salary ◽  
Bureau Of Labor Statistics ◽  
The U.S

As one of the most comprehensive compensation tools for motivating employees, compensation package plans are forms of payment in an organization's compensation practices associated with performance. It is generally one of the organization’s highest costs. According to the U.S. Bureau of Labor Statistics (BLS), 69.6% of a business' employee compensation expenses comprise the salaries and wages. While some costs are controllable, most employers must bear several salary-related costs beyond the base salary (Keegan, 2020). By far, there has never been any attempt to investigate the economic implications of the compensation package in terms of savings on expenditures. Hence, this study primarily intends to determine the economic implications of the compensation package to a business process outsourcing (BPO) in Bacolod City in terms of savings on expenditures. Likewise, it examines the strengths, weaknesses, threats, and opportunities of the company.

scholarly journals Librarians and compensation negotiation in the library workplace

2017 ◽  
Vol 38 (1) ◽  
pp. 45-64
Author(s):  
Shannon L. Farrell ◽  
Aliqae Geraci
Keyword(s):  
Work Experience ◽  
Positive Outcomes ◽  
Or Education ◽  
Negotiation Strategy ◽  
Work History ◽  
Content Type ◽  
Professional Discourse ◽  
Compensation Package ◽  
Survey Results ◽  
Media Channels

Purpose The purpose of this paper is to report on survey results from a study about librarians’ experience with compensation (salary and benefits) negotiation in the library workplace in order to provide data that will inform professional discourse and practice. Design/methodology/approach A primarily quantitative survey instrument was administered via Qualtrics Survey Software and distributed through listservs and social media channels representing a range of library types and sub-disciplines. The survey was explicitly addressed to librarians for participation and asked them questions related to their work history and experience with negotiating for salary and benefits. Findings A total of 1,541 librarians completed the survey. More than half of survey respondents reported not negotiating for their current library position. The majority of those who did negotiate reported positive outcomes, including an increase in salary or total compensation package. Only a very small number of respondents reported threats to rescind or rescinded offers when negotiating for their current positions. Respondents cited prior salary and prior work experience and/or education as the top information sources informing negotiation strategy. Originality/value There is minimal discussion of salary and benefits negotiation by individuals in the library literature and prior surveys of librarians’ experience with compensation negotiation do not exist. This is the first paper that tracks negotiating practices and outcomes of librarians in library workplaces of all types.

U.K. Executive Compensation Practices: New Economy versus Old Economy

2004 ◽  
Vol 16 (1) ◽  
pp. 57-92 ◽  
Author(s):  
Konstantinos Stathopoulos ◽  
Susanne Espenlaub ◽  
Martin Walker
Keyword(s):  
Executive Compensation ◽  
Stock Options ◽  
New Economy ◽  
Financial Policy ◽  
Executive Stock Options ◽  
Compensation Package ◽  
Size Growth ◽  
Old Economy ◽  
Almost All

This paper examines the executive compensation practices of listed U.K. retailing companies. We compare “New Economy” retailers (e-commerce/dot-coms) to more traditional retailers operating in the “Old Economy.” We also discriminate between recently floated retailers and their more seasoned counterparts. Using a sample of remuneration contracts for 549 directors in 72 listed U.K. companies in the New and Old Economies, we investigate the structure and level of executive (and nonexecutive) compensation defined as the sum of salary, annual bonus, and the values of executive stock options and long-term incentive plans (LTIPs). We investigate the extent to which the contract features are determined by firm characteristics, economic sector, and governance/ownership factors. In contrast to the U.S., where almost all executive stock options are issued at the money, there is a greater variety of practice in the U.K. with some options being granted substantially in the money. We therefore pay special attention to this U.K. institutional feature by producing a model designed to explain the crosssectional variation in the moneyness of stock options at the date of issue. We also examine the determinants of a number of other contract features. These are: the time to maturity of the executive stock options, the leverage of the compensation package, the ratio of long-term pay relative to short-term pay, and pay performance sensitivity. We find that differences in compensation arrangements can be explained to a significant extent by differences in firm size, growth/growth opportunities, firm financial policy, ownership characteristics, and governance arrangements. We also find some systematic differences between the compensation arrangements of CEOs and other executives.

The Impact of the Use of Cross-Border Compensation Peers: The Case of Canadian Companies Using U.S. Peers

2020 ◽  
pp. 0148558X2093012
Author(s):  
Steven Balsam ◽  
Hong Fan ◽  
Amin Mawani ◽  
Daqun Zhang
Keyword(s):  
Ceo Compensation ◽  
Peer Groups ◽  
The United States ◽  
Stage Model ◽  
Change Models ◽  
Cross Border ◽  
Compensation Package ◽  
Time Period ◽  
Market Factors ◽  
The Impact

CEO compensation in Canada is significantly lower than that in the United States. In this article, we examine the choice of, and impact on Canadian CEO Compensation, using U.S. firms in their compensation peer groups. Using a two-stage model to control for endogeneity, while we find the choice of peers associated with labor market factors, we still find that the use of U.S. peers positively associated with higher Canadian CEO compensation. This finding is after controlling for the traditional determinants of CEO compensation, as well as use of domestic peers. While this result holds for all components of the compensation package, we also find that having U.S. peers is associated with a greater proportion of equity in the compensation package. Our results are robust to various formulations including change models and using an earlier time period when peer disclosure was voluntary.

Passive temperature compensation package for fiber Bragg grating

2006 ◽  
Author(s):  
Weiping Yan ◽  
Zixue Guo ◽  
Cong Wang ◽  
Yushu Zhang ◽  
Guotong Du
Keyword(s):  
Fiber Bragg Grating ◽  
Temperature Compensation ◽  
Bragg Grating ◽  
Compensation Package

Limiting Executive Compensation: The Case of CEOs Hired after the Imposition of 162(m)

2007 ◽  
Vol 22 (4) ◽  
pp. 599-621 ◽  
Author(s):  
Steven Balsam ◽  
David H. Ryan
Keyword(s):  
Firm Performance ◽  
Executive Compensation ◽  
Chief Executive Officers ◽  
Ceo Compensation ◽  
Chief Executive ◽  
Executive Pay ◽  
Internal Revenue ◽  
Compensation Package ◽  
Bonus Pay ◽  
Executive Officers

This study analyzes the effect of Internal Revenue Code section 162(m) on the compensation package of those chief executive officers (CEOs) hired after the imposition of this code section. Research documents that CEO compensation has increased dramatically since the imposition of section 162(m); yet, this research has not distinguished between the effects on the compensation of CEOs already in place when section 162(m) was imposed from those CEOs hired post-162(m) imposition. We focus our analysis on the compensation of CEOs hired after the imposition of section 162(m), because when firms hire a new CEO, they have a better opportunity to redesign the executive pay package. Consequently, we posit that section 162(m) will have its greatest effect when the affected companies change CEOs. Our analysis provides evidence that the increase in salary normally associated with the hiring of a new CEO has been mitigated and there has been an increase in the sensitivity of firm performance to bonus pay for CEOs appointed after 1994 in affected firms.

Australia announces CJD compensation package

The Lancet ◽  
1998 ◽  
Vol 351 (9109) ◽  
pp. 1114 ◽  
Author(s):  
Amanda Tattam
Keyword(s):  
Compensation Package
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