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Articoli di riviste sul tema "Compensation management"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 25 luglio 2025

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1

Odunayo, H. A. "Compensation Management and Employee Commitment in Selected Banks in Lagos State." European Journal of Business and Innovation Research 10, no. 7 (2022): 1–14. http://dx.doi.org/10.37745/ejbir.2013/vol10n7114.

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In the global world of today, for any organization such as banks to have competitive edge amidst her competitors, there must be in place a formidable compensation strategy to retain, attract, and motivate people to join the organisation. The ability of bank managers to achieve the bank corporate objectives to a large extent depends on the effective implementation of compensational packages in order to retain and motivate employees within and beyond their expectation. This study is on compensation management and employee commitment in selected deposit money banks in Lagos State, Nigeria. The pr

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2

Kumar Gupta, Arunesh. "Study of Compensation Management." International Journal of Science and Research (IJSR) 10, no. 1 (2021): 342–44. https://doi.org/10.21275/sr21105161211.

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3

Flarey, Dominick L. "Management Compensation." JONA: The Journal of Nursing Administration 21, no. 7 (1991): 39???46. http://dx.doi.org/10.1097/00005110-199107000-00009.

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4

Lee, Mijoo, and In Tae Hwang. "The Effect of the Compensation System on Earnings Management and Sustainability: Evidence from Korea Banks." Sustainability 11, no. 11 (2019): 3165. http://dx.doi.org/10.3390/su11113165.

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Since the global financial crisis, management incentive compensation, which is sensitive to financial firms’ short-term performance, has been noted to threaten financial systems’ sustainability by incentivizing managers to pursue excessive risks. Subsequently, international standards have been established regarding compensation for financial institutions’ senior executives and employees. However, this compensation may impact not only banks’ risk-taking behaviors, but also their earnings management, as the latter affects financial performance while compensation is decided as a reflection of suc

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5

Patnaik, Pooja, and Damodar Suar. "Analyses of Publications on Compensation Management From 2004 to 2017." Compensation & Benefits Review 51, no. 2 (2019): 55–76. http://dx.doi.org/10.1177/0886368719860673.

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The article conducts a publication analysis of articles on compensation management from 2004 to 2017. After reviewing 9,823 articles, 1,218 articles were identified and placed under 10 topics. Following the product life cycle model, 10 topics were fitted to different patterns. A cubic pattern is found on topics of benefits, compensating special groups, employee contributions, environmental factors, workforce diversity, international compensation and organizational justice. A quadratic pattern is observed on topics of individual factors, strategic compensation and wage administration. The produ

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6

Grant, Dale B. "Total Compensation Management." Compensation & Benefits Review 18, no. 2 (1986): 62–67. http://dx.doi.org/10.1177/088636878601800207.

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7

Iswan, Muhammad. "COMPENSATION MANAGEMENT OF EDUCATION." IJER - INDONESIAN JOURNAL OF EDUCATIONAL REVIEW 4, no. 2 (2017): 84–92. http://dx.doi.org/10.21009/ijer.04.02.09.

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The objectives of this research are to describe the compensation management in District Government of KutaiKartanegara that consists of planning compensation management, organizing compensation management, actuating compensation management, and controlling compensation management.The findings indicate that (1) Compensation management plan formulates the objectives and requirements that is to arrange employees, motivate improve performance, improve prosperity and spur and improve productivity and quality in providing services to the community and improve the orderly administration of local fina

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8

Krefting, Linda A., and Richard I. Henderson. "Compensation Management: Rewarding Performance." Industrial and Labor Relations Review 40, no. 4 (1987): 627. http://dx.doi.org/10.2307/2524079.

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9

Otte, Thomas. "Compensation Management in Poland." Journal of East European Management Studies 8, no. 2 (2003): 149–72. http://dx.doi.org/10.5771/0949-6181-2003-2-149.

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10

Burg, Robert H., and Brian J. Smith. "Compensation Management In Practice." Compensation & Benefits Review 19, no. 6 (1987): 15–22. http://dx.doi.org/10.1177/088636878701900602.

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11

Nichols, Richard S. "Compensation Management In Practice." Compensation & Benefits Review 20, no. 2 (1988): 9–13. http://dx.doi.org/10.1177/088636878802000202.

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12

Nichols, Richard S. "Compensation Management in Practice." Compensation & Benefits Review 20, no. 3 (1988): 15–21. http://dx.doi.org/10.1177/088636878802000302.

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13

Speck, Raymond W. "Compensation Management in Practice." Compensation & Benefits Review 20, no. 4 (1988): 14–18. http://dx.doi.org/10.1177/088636878802000402.

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14

McNally, Kathleen A. "Compensation Management in Practice." Compensation & Benefits Review 20, no. 5 (1988): 13–17. http://dx.doi.org/10.1177/088636878802000502.

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15

Boden, William D. "Compensation Management In Practice." Compensation & Benefits Review 21, no. 1 (1989): 11–16. http://dx.doi.org/10.1177/088636878902100102.

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16

Buhl, William E. "Compensation Management In Practice." Compensation & Benefits Review 21, no. 2 (1989): 14–19. http://dx.doi.org/10.1177/088636878902100202.

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17

Sears, Robert W., and Phyllis O. Berlacher. "Compensation Management In Practice." Compensation & Benefits Review 21, no. 3 (1989): 18–22. http://dx.doi.org/10.1177/088636878902100302.

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18

Wisdom, Barry L., and D. Keith Denton. "Compensation Management In Practice." Compensation & Benefits Review 21, no. 4 (1989): 15–19. http://dx.doi.org/10.1177/088636878902100402.

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19

McGinty, Robert L., and John Hanke. "Compensation Management in Practice." Compensation & Benefits Review 21, no. 5 (1989): 12–16. http://dx.doi.org/10.1177/088636878902100503.

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20

Carrara, Nicholas. "Compensation Management In Practice." Compensation & Benefits Review 21, no. 6 (1989): 14–16. http://dx.doi.org/10.1177/088636878902100604.

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21

Sheaffer, Patricia A. "Compensation Management in Practice." Compensation & Benefits Review 22, no. 1 (1990): 12–16. http://dx.doi.org/10.1177/088636879002200103.

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22

Addicott, James W. "Compensation Management in Practice." Compensation & Benefits Review 22, no. 2 (1990): 13–21. http://dx.doi.org/10.1177/088636879002200202.

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23

Reuter, Charles D. "Compensation Management in Practice." Compensation & Benefits Review 22, no. 3 (1990): 14–17. http://dx.doi.org/10.1177/088636879002200302.

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24

Bradley, Paul. "Compensation Management in Practice." Compensation & Benefits Review 23, no. 1 (1991): 12–17. http://dx.doi.org/10.1177/088636879102300102.

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25

Steinberg, R. Philip, and Sharon Klingelsmith. "Compensation Management in Practice." Compensation & Benefits Review 23, no. 2 (1991): 8–10. http://dx.doi.org/10.1177/088636879102300203.

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26

Marsh, Leslie K. "Compensation Management in Practice." Compensation & Benefits Review 23, no. 4 (1991): 8–18. http://dx.doi.org/10.1177/088636879102300403.

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27

Cook, Pamela K. "Compensation Management in Practice." Compensation & Benefits Review 23, no. 5 (1991): 13–19. http://dx.doi.org/10.1177/088636879102300503.

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28

OKPE, Peter O. and DR. Edirin JEROH, ACA. "PERFORMANCE-BASED COMPENSATIONS AND EARNINGS SMOOTHING IN THE NIGERIAN INDUSTRIAL SECTOR." Finance & Accounting Research Journal 4, no. 3 (2022): 99–108. http://dx.doi.org/10.51594/farj.v4i3.388.

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One of the motivations for managing earnings as argued in the extant literature is compensation. This has raised some questions on the nature relationship between managers’ compensation methods and EM. To answer this question, this paper focused on share-based compensations, bonus-based compensations and profit-based compensation. Financial data were retrieved from the annual reports of the selected pubic industrial and consumer goods firms over 10 years spanning from 2012 to 2021. The study adopted four separate panel regression (random effect model). The results revealed that; share-based co

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29

Aliu, Fatai Oguntade, Chimsunum Osanebi, and Riskat Adeoye. "Importance of Compensation Management on Organisational Productivity: A Conceptual and Theoretical Analysis." International Journal of Management and Commerce Innovations 11, no. 2 (2024): 227–38. https://doi.org/10.5281/zenodo.10512622.

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<strong>Abstract:</strong> The objective of this paper is to present a discussion on the significance of compensation management on organisational productivity. Compensation management occupy a central focus in organisational setting and the way an organisation manages its compensation affairs will go a long way to determine the fortune(s) of the organisation both in the short and long run. To achieve this objective, a review of current related literatures of some of the major factors driving compensations as published in leading research journals was carried out. Two broad types of compensati

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30

Velte, Patrick. "Sustainable management compensation and ESG performance – the German case." Problems and Perspectives in Management 14, no. 4 (2016): 17–24. http://dx.doi.org/10.21511/ppm.14(4).2016.02.

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This paper takes a closer look at sustainable management compensation and the impacton environmental, social and governance (ESG) performance in the German two tier system. The empirical quantitative study covers a sample selection of German companies listed on the Prime Standard of the Frankfurt Stock Exchange (DAX30, TecDAX, MDAX, SDAX) for the business years 2010-2014 (677 firm-year observations). In order to determine a possible link between nonfinancial indicators of management compensation and ESG performance, a correlation and regression analysis is carried out. On the basis of multiple

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31

Arifianti, Novalina, and Heni Agustina. "MANAGEMENT COMPENSATION'S IMPACT ON TAX AVOIDANCE IN INDONESIA WITH MODERATION OF MANAGEMENT." Akuntansi: Jurnal Akuntansi Integratif 11, no. 01 (2025): 111–22. https://doi.org/10.29080/jai.v11i01.2016.

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This study aims to determine the significance of management compensation on tax avoidance and the interaction between management compensation and management stock ownership on tax avoidance in the consumption industry 2020-2023. The method used is Multiple Regression Analysis (MRA) with moderation of management ownership. The results show that management compensation is significant in relation to tax avoidance. Meanwhile, the interaction between management compensation and management ownership is not significant in relation to tax avoidance. Percentage of management ownership is not large enou

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32

Mohd Ali, N. Z., I. Musirin, and H. Mohamad. "Clonal evolutionary particle swarm optimization for congestion management and compensation scheme in power system." Indonesian Journal of Electrical Engineering and Computer Science 16, no. 2 (2019): 591. http://dx.doi.org/10.11591/ijeecs.v16.i2.pp591-598.

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This paper presents computational intelligence-based technique for congestion management and compensation scheme in power systems. Firstly, a new model termed as Integrated Multilayer Artificial Neural Networks (IMLANNs) is developed to predict congested line and voltage stability index separately. Consequently, a new optimization technique termed as Clonal Evolutionary Particle Swarm Optimization (CEPSO) was developed. CEPSO is initially used to optimize the location and sizing of FACTS devices for compensation scheme. In this study, Static VAR Compensator (SVC) and Thyristor Control Static C

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33

Dr. SP Mathiraj, Dr SP Mathiraj, and Jothi M. Jothi M. "Strategic Compensation Management: An Essence of Organisation Development." Indian Journal of Applied Research 1, no. 3 (2011): 126–28. http://dx.doi.org/10.15373/2249555x/dec2011/42.

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34

Kron, Nathalie, Jesper Björkman, Peter Ek, et al. "The demand-what-you-want strategy to service recovery: achieving high customer satisfaction with low service failure compensation using anchoring and precision effects." Journal of Service Theory and Practice 33, no. 7 (2023): 73–93. http://dx.doi.org/10.1108/jstp-02-2023-0029.

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PurposePrevious research suggests that the compensation offered to customers after a service failure has to be substantial to make customer satisfaction surpass that of an error-free service. However, with the right service recovery strategy, it might be possible to reduce compensation size while maintaining happy customers. The aim of the current study is to test whether an anchoring technique can be used to achieve this goal.Design/methodology/approachAfter experiencing a service failure, participants were told that there is a standard size of the compensation for service failures. The size

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35

Xue, Chenyang, Chaofeng Shao, and Junli Gao. "Ecological Compensation Strategy for SDG-Based Basin-Type National Parks: A Case Study of the Baoxing Giant Panda National Park." International Journal of Environmental Research and Public Health 17, no. 11 (2020): 3908. http://dx.doi.org/10.3390/ijerph17113908.

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An ecological compensation mechanism is the basic condition for the sustainable development of national parks and the key institutional measure to implement goals 1, 3, 6, 10, 12, 13, 15, 16, and 17 of the sustainable development goals. In this study, the current ecological compensation mechanism was summarized and analyzed from the aspects of promotion mode, realization routine, and implementation effect, on the basis of the sustainable development needs of national parks and the public welfare character in construction and management. In addition, the practical demands of ecological compensa

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36

Farouk, Musa Adeiza, and Zik-Rullahi Abubakar Ahmed. "Executive compensation, share ownership, and earnings management of banks in Nigeria." Journal of Economics and Management 45 (2023): 26–43. http://dx.doi.org/10.22367/jem.2023.45.02.

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Aim/purpose – Higher compensation and increased share ownership are believed to drive fewer earnings management. Therefore, the study examines the moderating impact of share ownership on the relationship between executive compensation and earnings management of listed Deposit Money Banks in Nigeria. Design/methodology/approach – Panel Least Square regression and Stata 13 were used for the estimation. The secondary data source was employed and extracted from the banks’ published financial statements covering the period from 2007-2018. Post- estimation tests, including normality tests of standar

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37

Brossy, Roger, and John E. Balkcom. "Compensation." Journal of Business Strategy 15, no. 1 (1994): 18–21. http://dx.doi.org/10.1108/eb039610.

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38

Twer, Doran. "Compensation." Journal of Business Strategy 15, no. 4 (1994): 15–18. http://dx.doi.org/10.1108/eb039641.

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39

Mr.K. Lakshmirevathi, Dr T. Varalakshmi, and Kothapalli omprakash. "Payroll Management Systems-Compensation Modern Payroll Management." International Research Journal on Advanced Engineering and Management (IRJAEM) 2, no. 05 (2024): 1576–79. http://dx.doi.org/10.47392/irjaem.2024.0214.

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Effective payroll management is crucial for organizations to accurately compensate employees, adhere to regulatory requirements, and maintain financial transparency.This study investigates the realm of payroll management systems, focusing on their evolution, functionalities, challenges, and best practices. Payroll management is a critical aspect of organizational operations, influencing employee satisfaction, regulatory compliance, and financial transparency.The research begins with an exploration of the historical progression from manual payroll processes to modern automated systems. It exami

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40

Li, Zhichuan (Frank), and Caleb Thibodeau. "CSR-Contingent Executive Compensation Incentive and Earnings Management." Sustainability 11, no. 12 (2019): 3421. http://dx.doi.org/10.3390/su11123421.

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This paper empirically studies the connection between earnings management and corporate social performance, conditional on the existence of CSR-contingent executive compensation contracts, an emerging practice to link executive compensation to corporate social performance. We find that executives are more likely to manipulate earnings to achieve their personal compensation goals when CSR rating is low, as well as their CSR-contingent compensation. Because of public pressure on their excessive total compensation, corporate executives see no need to manipulate earnings to increase compensation w

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41

Jae, Pil Yu, and Eun Kim Soo. "The Impact of the Cash Compensation Gap between Executives and Employees on Corporate Performance." Journal of Economics, Finance and Management Studies 06, no. 10 (2023): 5083–89. https://doi.org/10.5281/zenodo.10219101.

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This study was conducted to analyze the impact of the compensation gap between executives and employees on corporate performance for companies listed on the Korea Exchange from 2010 to 2021. First, it was found that the compensation gap between executives and employees had a significant impact on sales performance and stock performance, suggesting that employees might feel deprived relative to the enormous compensations provided to management and their motivation to work might decline. These psychological factors also appeared to have an effect on subsequent corporate performance. Employees mi

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42

Yuan, Cao, and Hua Yicun. "Management Information System for Compensation under Multihoming Network Architecture." Wireless Communications and Mobile Computing 2021 (November 20, 2021): 1–10. http://dx.doi.org/10.1155/2021/6168947.

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The management information system for compensation under multihoming network architecture has been developed in order to improve the time efficiency, accuracy, and level of informatization of compensation management in university and deal with the rising data and difficulty in exchanging information between various management information systems resulting from the changing compensation policies. This system is designed based on multihost data network architecture, including function modules of all kinds of compensation promotion, personnel historical data management, time warning, statistics,

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43

Hassen, Rim Ben. "Executive Compensation and Earning Management." International Journal of Accounting and Financial Reporting 4, no. 1 (2014): 84. http://dx.doi.org/10.5296/ijafr.v4i1.5453.

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Given the growing complexity of business, the need for financial reporting to include more reliable information is increased. For this information to be relevant, they must be conducted in an implementation of an efficient system of control to ensure a high quality result. The directors of listed companies may be required to affect the quality of accounting earnings as their compensation depends. Therefore, it would be wise to examine the relationship between the elements of executive compensation and earning management. The objective of this paper is to examine one of the motivations that cou

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44

Hao, Qian, Nan Hu, Ling Liu, and Lee J. Yao. "CEO compensation and accruals management." International Journal of Internet and Enterprise Management 8, no. 3 (2014): 241. http://dx.doi.org/10.1504/ijiem.2014.059179.

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45

Smith, Michael L., Edward J. O'Dowd, and George M. Christ. "Compensation Management: Cases and Applications." Compensation & Benefits Review 19, no. 3 (1987): 19–27. http://dx.doi.org/10.1177/088636878701900302.

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46

Plachy, Roger J. "Compensation Management: Cases and Applications." Compensation & Benefits Review 19, no. 4 (1987): 12–27. http://dx.doi.org/10.1177/088636878701900402.

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47

Plachy, Roger J. "Compensation Management: Cases and Applications." Compensation & Benefits Review 19, no. 5 (1987): 9–24. http://dx.doi.org/10.1177/088636878701900502.

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48

Lynch, Luann J., and Susan E. Perry. "An overview of management compensation." Journal of Accounting Education 21, no. 1 (2003): 43–60. http://dx.doi.org/10.1016/s0748-5751(02)00034-9.

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49

Rice, Lori, та Michael B. Garrett. "Utilization Management in Workersʼ Compensation". Professional Case Management 13, № 6 (2008): 347–51. http://dx.doi.org/10.1097/01.pcama.0000341646.74019.b1.

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50

Mishra, Chandra S. "Frequent acquirers and management compensation." Managerial and Decision Economics 41, no. 5 (2020): 661–94. http://dx.doi.org/10.1002/mde.3129.

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