Compensation and Organizational Performance: Theory, Research, and Practice

Abstract

Preface 1. Compensation as an Evolving Field: Past, Present, and Future Origins in Industrial/Organizational Psychology Practitioner Roots Job Evaluation and Internal Structures Criticisms of Traditional Models Philosophy of This Book 2. Repertoire of Strategic Choices Criteria Used to Distribute Rewards Assembling the Compensation Package Administering the Compensation System A Holistic Approach to Linking Compensation Choices and Business Strategy Summary 3. Choices and Organizational Strategies as an Interrelated Set of Decisions Internally Consistent Strategies Multilevel Organizational Strategies Overarching Strategic Compensation Patterns and Corporate Strategy Overarching Strategic Compensation Patterns and Business Unit Strategies Theoretical Propositions Policy Implications and a Research Agenda for the Future Summary. Appendix 3.1. A Profile of Compensation Strategies Associated with Various Corporate Strategies Appendix 3.2. A Profile of Compensation Strategies Associated with Various Business Unit Strategies 4. Executive Compensation: Theoretical Foundations Interdisciplinary Conceptual Roots Marginal Productivity Theory Governance Theories The Behavioral Agency Model Institutional Theory Structural Theory Human Capital Theory Executive as Symbolism Dispersion Theory Self-selection Theory Summary 5. Determinants and Consequences of Executive Role of Executives in Influencing Firm Why the Evidence on Executive Is So Mixed as We Approach Nine Decades of Research What We Know So Far about Executive Summary 6. Policy Choices, Strategic Design of Executive Compensation Programs, and Implementation Dilemmas Confronting Designers of Executive Packages Elements of the Executive Compensation Package and Strategic Implications Summary 7. Risk and Executive The Concepts of Risk Theoretical Perspectives of Risk Compensation and Risk Research Summary 8. Corporate Social Performance: An Alternative Criteria for the Design of Executive Compensation Programs Social Criteria as Part of Executive Corporate Social as an Alternative Approach Issues in Rewarding Social Responsibility at Top Summary 9. Measuring at Different Levels of the Organization The Measurement of Performance: Preliminary Thoughts Why Organizations Measure Measurement Issues The Conflicting Roles of Measures Measures Specifications The Choice of Measures Summary 10. Managing for Systems Why Contingent May Be Counterproductive Navigating Treacherous Pay for Performance Waters Rewarding Individual Rewarding Team Rewarding Organizational Efficiency-Based Policies Profit-Based Policies Multicriteria-based Policies Summary References Index About the Authors.

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