In search of demanded competencies: designing superior compensation systems

Employees' competencies are decisive components in a firm's competitiveness. Accordingly, the purpose of this paper is to assess whether differences in strategy influence employees' competencies and how the design of compensation systems may best take into account the competencies required by a firm. An analysis was conducted on a sample of manufacturing firms using structural equation models. The findings support the existence of generic competencies, such as results and customer orientation, which are found in both prospector and defender strategic contexts, while other competencies – such as innovation, technical expertise and adaptability – are specific to the prospector strategy. In relation to compensation, the results show that skill-based pay is more strongly associated with competencies such as innovation, technical expertise and adaptability, whereas performance-based compensation systems encourage result-based competency. Therefore, the design of a compensation system should be guided by the competencies required as part of a firm's strategy.     

Mastering the competencies of HR management

There is an emerging group of human resource professionals who see the opportunity to turn human capital strategy into a long‐term competitive advantage. Yet competence sustains this group as much as vision. Competent human resource professionals recognize the requirements of the profession and are willing to invest in maintaining and improving their skills and knowledge during rapidly changing times. But what determines competence? This article identifies the key components in measuring competency—intelligence, education, experience, ethics, and interests—and the importance of each in regard to human resource management. © 1999 John Wiley & Sons, Inc.     

Shaping the future research agenda for compensation and benefits management: Some thoughts based on a stakeholder inquiry

This article highlights some avenues for future research in the field of compensation and benefits management. In order to achieve this, the author has included multiple stakeholder perspectives. First of all, the article provides an overview of the opinions and attitudes of line managers, employees and compensation and benefits practitioners. Based on these results, and taking existing empirical research into account, the article proposes that further research be conducted on the following aspects of rewarding: (1) the external environment — and more specifically, the impacts that an ageing population, geographical differences, and the economic situation have on rewarding; (2) employee perspectives towards rewarding; (3) total rewards; and (4) reward processes and procedures, such as performance management and reward communication.     

Frequent acquirers and management compensation

We find positive contemporaneous, short-, and long-run effects of an increase in the acquisition rate on management compensation. A positive bidirectional causality exists between acquisition frequency and management compensation. A higher firm value is likely to associate with higher acquisition frequency. Acquisition rate has a positive impact on the market share. Acquirers with lower market share are more likely to become frequent acquirers. A causal order follows from lower market share to higher acquisition frequency to higher firm value to higher management compensation. The impact of acquisition frequency on management compensation is higher for value-enhancing acquirers relative to value-destroying acquirers.     

Organizational differences in managerial compensation and benefits in Chinese firms

More than two decades of economic reforms have brought profound changes in human resource management practices in both the state and non-state sectors in China. This study focuses on the impact of organizational factors on compensation and benefits for Chinese managers in state-owned enterprises (SOEs), publicly listed firms (PLFs), and foreign-invested enterprises (FIEs). The empirical investigation of 465 firms located in three major Chinese cities, Shanghai, Nanjing and Guangzhou, provides evidence that organizational factors, such as ownership, firm size, firm age, location and industrial sector, have significant impacts on the variances in Chinese managers' compensation levels, compensation structures and benefits. The trends in the development of compensation and benefits for Chinese managers are also discussed as the Chinese economy moves closer to a more globalized, highly dynamic economy after China's accession to the World Trade Organization in 2001.     

认证实验室与纯水

强调纯水对认证实验室的重要性，讲屯水制备方法及其相关要求。     

对知识员工的薪酬管理体系研究

作者通过对知识员工的特点及其薪酬管理现状的分析,来探讨如何建立知识员工的薪酬管理体系,提出了对知识员工的长短期激励相结合等基本薪酬原则,实施全面薪酬战略,薪酬结构宽带化,以及团队薪酬等薪酬策略。     

Executive compensation and earnings management under moral hazard

This paper analyzes executive compensation in a setting where managers may take a costly action to manipulate corporate performance, and whether managers do so is stochastic. We show that an increase in the possibility of manipulation actually calls for executive pay to be more responsive to reported performance. In addition, regulatory reforms that increase the cost involved in manipulation may lead to reduced pay-for-performance sensitivities. The time-series and cross-sectional variations of executive compensation lend support to our model.     

路径与选择:薪酬管理机制的完善

薪酬的功能主要体现在维持保障、激励员工、优化劳动力资源配置等方面。文章针对我国薪酬管理制度的现存问题,提出了相关对策建议。     

Purchasing and supply management (PSM) competencies: Current and future requirements

Purchasing & Supply Management (PSM) competencies are the individual-level foundations of organisational PSM performance. In light of recent developments in the workplace and the external environment, the question of what PSM competencies are needed now, as well as in the future, becomes one of increasing importance. Analysing qualitative data from 46 interviews from 16 companies, this paper identifies what current and future competencies are required by PSM professionals, categorizes PSM competencies according to the framework established by Tassabehji and Moorhouse (2008) and establishes how these competency requirements have changed over the last ten years. The most important current competencies required by PSM professionals are negotiation, communication and relationship management (e.g. ‘Interpersonal communication’), strategy and analytics (e.g. ‘Strategic thinking’), as well as professional knowledge requirements (e.g. ‘Basic knowledge on PSM role & processes’). When looking at future requirements, competencies in the areas of sustainability and digitisation were identified as becoming increasingly important. Overall, 17 competencies in addition to those shown in Tassabehji and Moorhouse (2008) were identified. The most prominent new competency areas are related to digitisation (e.g. ‘eProcurement Technology’, ‘Automation’), innovation (e.g. ‘Innovative sourcing’) and sustainability. The interviewees also identified 11 new competencies within the interpersonal skills cluster, most of them at the intersection between competencies and traits (e.g. ‘Deal with Ambiguity’, ‘Curiosity’, ‘Passion’).     

民营企业薪酬管理的问题与对策

经过二十多年的发展,民营企业已成为国民经济的重要组成部分。但是现阶段民营企业薪酬管理中所暴露出来的问题已越来越成为制约民营企业发展的障碍,文章阐述了民营企业薪酬管理方面存在的普遍性问题,并提出了改善民营企业薪酬管理的相应策略。     

An examination of strategic supply management benefits and performance implications

There has been a growing body of literature documenting the impact of strategic supply management on firm performance. Yet, despite of its importance, there has been little research on how this impact is achieved from a social network perspective and on the link between strategic supply management and customer responsiveness. This study develops and empirically tests a conceptual model employing two increasingly important constructs that reflect intermediate benefits of having a strategic supply management function: relational embeddedness and network scanning. We then explore the relationships between those intermediate benefits and customer responsiveness using structural equation modeling from a sample of 204 US manufacturing firms. The research findings indicate that organizations engaging in strategic supply management are able to directly achieve greater levels of customer responsiveness by scanning their supply base network, and indirectly by having socially embedded relationship ties with those suppliers.     

Top management team compensation in high-growth technology ventures

We examine the key compensation issues pertaining to the top management team that occur during the early stages of growth in new ventures, specifically those anticipating rapid growth such as in technology-intensive markets. Similar to other new ventures, high-growth technology ventures are small in size but they have a goal of rapid growth giving rise to a need for resources and managerial talent to sustain the growth. New ventures are likely to compete in the market with larger organizations for top management team members. As a result, new ventures in rapid growth technology markets experience some unique compensation challenges. Critical for these firms is the issue of distributing equity among members of the founding team and structuring compensation to attract and retain non-founder executives. Drawing from the human resource management and entrepreneurship literatures, this paper develops a set of propositions predicting top management team compensation strategies for rapidly growing new ventures. Directions for future research are also discussed.     

激励理论在薪酬管理中的应用

薪酬管理是企业人力资源管理中非常关键的部分,薪酬的设计模式是影响员工工作积极性和企业生产经营效益的重要因素,科学、合理的薪酬决策和管理模式对提高企业的整体水平有重要的意义。文章侧重探析激励理论在薪酬管理中的应用,以期进一步提高企业的经济效益。     

Corporate control and management compensation: Evidence on the agency problem

This paper finds a relationship between management compensation and corporate control consistent with the hypothesis that in closely held companies major shareholders engage in monitoring activities that reduce the residual loss portion of agency costs. This result is incosistent with Fama's (1980) suggestion that the wage determination process in managerial labor markets may resolve the agency problem.     

加强水运市场管理 提高社会经济效益

探讨航运市场目前的现状及当前存在的问题，就如何解决这些问题做细致论述。     

Getting bang for your buck: the specificity of compensation and benefits information in job advertisements*

Even though some organizations are trying to attract high-level applicants through offering superior compensation and benefits, reward statements in job advertisements are sometimes rather general and vague. On the basis of person-environment fit theories, we examine whether providing more specific information on attractive reward packages in job advertisements leads to higher perceived person-reward fit and subsequent job pursuit intentions. Furthermore, based on signaling theory, we propose that person-reward fit allows job seekers to make inferences about broader person-organization fit. Applying an online experimental design among 283 experienced potential applicants, we find that more specific compensation and benefits information results in higher job pursuit intentions and that this relationship is fully mediated by person-reward fit perceptions. In turn, the effect of person-reward fit is partially mediated by perceptions of person-organization fit, indicating that people might use reward information as signals for other organizational attributes in early stages of recruitment.     

Case study: Targeting demand-side management for electricity transmission and distribution benefits

This paper shows how a vertically integrated utility develops a least-cost transmission and distribution (T&D) plan that considers demand-side management (DSM) to defer capacity expansion necessary for serving growing demand. The plan is the result of applying dynamic optimization techniques to a T&D planning area in the service territory of Pacific Gas and Electric Company (PG&E), the largest privately owned utility in the USA. In the case study area alone, DSM enables PG&E to reduce the present value of its planned investment in local T&D from $112.3 million to $77.3 million over a 20-year period.     

The costs and benefits of a satellite-based system for natural resource management

This paper presents the results of a two-year study commissioned by the Department of Interior to examine the costs and benefits of a remote data acquisition system for natural resource management. Because earlier experience with a number of experimental programs had been so favorable, it was felt that a full analysis should be undertaken. Subsequently, five areas were selected for detailed investigation: agriculture, land use, forestry, water resources, and rangeland. In each instance, the modeling was performed within the framework of a case study. Net benefits were derived from two sources: (1) cost savings at the data acquisition level; and (2) increased economic efficiencies at the operational level. Calculations were done parametrically to account for technological diffusion, uncertainties in implementation, and various assumptions concerning discount rates and cloud cover impacts. The results have shown that a two-satellite system will more than likely pay for itself over the program's planned ten year life.