term paper on compensation management

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

A Literature Review on Compensation Management Practices

Related Papers

Publisher ijmra.us UGC Approved

International Journal of Engineering Science and Computing

Dr. Bhavani Shree A R E P A L L I MBA , Dr. Bharathi T.

Compensation is that the Human Resource Management functions that contend with each kind of reward that people receive reciprocally for activity structure task. It’s primarily associate exchange of relationships. Workers exchange their labor for monetary and business rewards. Monetary compensation is each direct and indirect. In India, dairying has been practiced as a rural cottage industry since the remote past. Semi industrial farming started with the establishment of military dairy farms and co-operative milk unions throughout the country towards the end of the nineteenth century, however, market milk technology is also thought-about to have commenced in 1965, with the functioning of the central dairy farm of Aarey milk colony and milk product technology in 1956 with the establishment of “Anand Milk Union Limited” (AMUL) Dairy in 1946 first milk union started in India, at Gujarat. To study the influence of monetary benefits on employees performance. To analyses the influence of non-monetary benefits on employee’s performance. To understand the influence of fringe benefits on employees performance.

Dr. Bhavani Shree A R E P A L L I MBA

MEC Journal Admin

ABSTRACT The globalization era requires employees to have good performance and results. Therefore, many companies implement compensation system. Effective compensation is expected to add value to employee’s satisfaction to stimulate employees to always work better. This research aim is to determine the effect of compensation on employee satisfaction and employee performance and employee satisfaction to mediate the effect of compensation on employee performance. The research objects are employees of PT. Telekomunikasi Indonesia. The data is collected by questionnaires and analyzed by SmartPLS version 2.0M3 software. The results show that compensation affects on employee satisfaction and employee performance at PT. Telekomunikasi Indonesia. Employee satisfaction can mediate the effect of compensation on employee performance. It can be concluded that compensation at PT. Telekomunikasi Indonesia, has been classified as good and can improve employee satisfaction and employee performance. Keywords: Compensation, Satisfaction, Employee Performance.

Noni Mulyaningsih

Work stress is one of the internal factors that need reduction for the betterment of the organization so employees can improve maximum work productivity. Employees who have a low level of work stress that would tend to be more satisfied in their work. Low work stress level will increase the number of employee attendance and decrease the number of resignation of employees in an organization. While employees who have high levels of work stress will lower attendance rates and increase the number of resignation of employees in an organization. The purpose of this study was to determine the effect of compensation and work life balance to work satisfaction mediated work stress. Our research conducted at PT. Sumber Buanajaya, Jakarta. Respondents who used as many as 160 employees. We are using Structural Equation Model (SEM). The results show that the compensation has an influence on work satisfaction, work satisfaction has no influence on work stress. Then compensation has no influence on work stress, work life balance have no influence on work satisfaction and work life balance has no influence on work stress.

atanonsen erons emmanuel

SEISENSE Journal of Management

Amir Khushk

Aim-This research highlights the HR policies and practices in terms of compensation and performance evaluation and its impact on employee job satisfaction. This study will fill the gap in the literature by providing information on compensation and performance functions of human resource. Design-In this research descriptive design is taken in the collection of bias-free data. A sample of 42 respondents was taken into consideration from different management level of PTCL such as top, middle and lower level and the target population of this study was human resource department, management, and administrative staff. To collect the required information closed-ended questionnaire was used and were divided into three part; initially questionnaire identify the demographic factors of the respondents, then highlight the Likert scale options 1 being strongly disagreed and 5 strongly agree. Findings-In findings of this research we highly recommend the management to have fair and equitable compensation policies and establish performance evaluation system which can reduce to biases at all levels.

Thelma Heirsmac

harun hafiz

This study explores the relationship between employees' perceptions of high commitment compensation practices (a particular subsystem of High Commitment Human Resource Management Practices) and their turnover intention in the Ready-made garment (RMG) industry of Bangladesh. In addition, the current research examines job satisfaction as mediator in the stated relationship. Partial Least Square Path Modeling in Structural Equation Modeling was employed to test the hypothesized relationship on sample data of 346 operators working in RMG organizations in Bangladesh. A judgmental purposive sampling technique was used to select the sample respondents. Data were collected from the operators about their level of turnover intention, job satisfaction and high commitment compensation practices in 2014. Results demonstrate that employees' perceptions of high commitment compensation practices (HCCPs) reduce the likelihood of their turnover intention. It is found that job satisfaction mediates the above relationship. The findings lead us to believe the importance of understanding the perceptions of HCCPs and related aftereffects at employee level, and to contemplate the effect of job satisfaction in this relationship, if we are to comprehend their influences on organizational performance.

RELATED PAPERS

Coercão e suas implicações

Fabricio Andrade

Cássius Marcelus Tales Marcusso Bernardes de Brito

Developmental cell

Remco Mentink

Alicia Peñalba

J. Magdalena Santana-casiano

South China Morning Post, 5 April 2017

Yue-Chim Wong

Ibrahim Khan

Applied Medical Informatics

Sandra Milena Buitrago Medina

International Urology and Nephrology

Theodoros Eleftheriadis

Critical Care Medicine

Walter Good

rulyanti wardhani

Mevlüt Kaya

Comptes rendus de l'Académie des sciences

Stephane Labbe

Chaos, Solitons & Fractals

Bandar Astinchap

Richard Swersey

Proceedings of the 4th International Conference on Uniquitous Information Management and Communication - ICUIMC '10

Shariful Islam

Prace Literaturoznawcze

Mirosław Słapik

Indian Journal of Pharmaceutical Sciences

Dr. Neha Tomar

AGORA Magazine

Maarten Loopmans

Patricia Sanchez

International Journal of Sustainable Economy

Oznur Ozdamar

yolanda ahmad

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

The FTC’s Noncompete Ban Was Long Overdue

Empirical evidence backs up the argument that trade secrets can remain protected even as talent is freely mobile.

The FTC’s new noncompete rule adopts a comprehensive prohibition on the use of noncompete clauses in any U.S. industry with any worker, including those at senior executive levels. The rule is promulgated using the FTC’s authority to determine practices that are unfair methods of competition. For those who have long argued against the use of noncompetes, this moment has been a long time coming. While the rule already faces legal challenges, company leaders would be well advised to make sure they understand what’s in the rule, its potential impact, and what it could mean for employees. Far from being an anti-business rule, the ban on noncompetes stands to spur innovation and grow markets.

The Federal Trade Commission (FTC) made history last week when it passed a new rule that fundamentally alters the landscape of employment agreements across the U.S.  The agency’s noncompete rule adopts a comprehensive prohibition on the use of noncompete clauses in any industry with any worker, including those at senior executive levels. The rule is promulgated using the FTC’s authority to determine practices that are unfair methods of competition. For those like me who have long argued against the use of noncompetes, this moment has been a long time coming.

• OL Orly Lobel is the Warren Distinguished Professor and director of the Center for Employment and Labor Policy (CELP) at University of San Diego and author of The Equality Machine: Harnessing Digital Technology for a Brighter, More Inclusive Future (PublicAffairs), Talent Wants to be Free Why We Should Learn to Love Leaks, Raids and Free-Riding (Yale Press), and You Don’t Own Me (Norton).

Partner Center

Salesforce is closed for new business in your area.

Kyndryl Adopts Next-Generation Tools for Sales Performance Management

At a time when many companies are still using guesswork and spreadsheets as the basis of territory and sales quota planning and commission calculations, top-performing sales teams use science. With the right modern tools and data-backed methodology, planning doesn’t need to be overly complicated or time-consuming to deliver a powerful incentive for sales reps through clarity and transparency.

When global technology services company Kyndryl Holdings Inc. was spun out of IBM in November 2021, it became the world’s largest provider of IT infrastructure services. The company has over 80,000 employees in 60 countries and 3,500 sales reps. With a focus on continuously improving the vital systems at the heart of the digital economy, Kyndryl works with partners and customers worldwide to co-create solutions to help enterprises reach their peak digital performance.

When Kyndryl spun from IBM, a transition service agreement (TSA) was put in place with a two-year deadline for Kyndryl to complete the disengagement of its IT systems from IBM. One of the challenges Kyndryl faced during the separation was how to transition tools over and apply them in the best way for the new business. This was not an insignificant task given its sales operations extended to more than 60 countries.

Kishore Kancharla, director of Sales and Incentive Systems at Kyndryl, was tasked with working out how best to clone these systems and work on the go-to-market transformation. “When we separated from IBM, we had close to 100 people supporting these mainframe applications, which were very expensive to maintain. As the legacy systems were built for IBM’s operations, there was significant complexity,” he explains. “We wanted to simplify the systems and streamline the processes as well, but it was also very difficult to make changes to support our needs as a new company.”

The nature of sales incentives means there are many dependencies on other core systems. In the planning stages, reliable data is needed to set up territories and quotas and then track sales and calculate commissions, making sure sales reps get paid accurately and on time. The company also had to factor in the transition service agreement exit in terms of sunsetting the legacy applications and moving to stand-alone applications while complying with the Sarbanes-Oxley Act (SOX).

Seeking another way, Kyndryl evaluated several different products against its needs, making the decision to invest in sales performance management solutions in the SAP SuccessFactors portfolio. The portfolio offers integrated solutions for compensation and territory and quota management in the form of SAP SuccessFactors Incentive Management and SAP SuccessFactors Territory and Quota .

But one major challenge stood in its way. The company needed to go-live with the sales performance management solutions before the start of its fiscal year beginning in April 2023. This was well ahead of its TSA deadline in October 2023 and gave the company less than a year.

To make it happen, Kyndryl worked closely with the team from SAP and an SI partner Municons, a company from Munich that specializes in SPM implementations, to implement both solutions. The company also drew on additional support from a systems integrator partner to configure SAP SuccessFactors Incentive Management .

“The team from SAP was a wonderful partner all through the project. In the beginning, I was not 100% confident because of the scale of the task. The idea of replacing the entire legacy solution we inherited seemed daunting, but we had the right people come together with the right skills to make the impossible possible,” Kancharla reflects.

With the successful go-live before the start of its fiscal year, Kyndryl untangled a labyrinth of more than 45 legacy modules supporting sales performance management, now needing just one integrated solution. It moved from 10 different applications to feed sales quota business flows into one. It moved from cluttered and replicated data in multiple places to a streamlined and simplified data landscape, centralizing all sales data in one place. In addition, Kyndryl simplified territory and quota processes, reducing complexity in its business processes by more than 60%. The streamlined business processes also drove savings in operating expenses and mitigated business continuity risks for financially significant applications.

Elsewhere, integrated functionality from DocuSign helped eliminate the need for in-person signatures and the company has simplified support staff roles to clear separation of duties (SoD) conflicts. With the new setup, Kyndryl has minimized the potential for errors and non-compliance while enabling its business teams to develop intricate sales strategies through user-friendly, drag-and-drop interfaces and ready-made templates. And commission details are now accessible through dashboards that are available anytime, anywhere though a mobile app.

At an operational level, the company has reduced the processing time needed to execute the monthly commissions cycle and streamlined integration with its HR system for delivery of pay files. By streamlining year-end close activities, Kyndryl saved weeks of effort from both business and technical teams.

The close relationship with SAP has continued past the initial go-live date. SAP participated in multiple workshops to understand intricacies for some of Kyndryl’s most challenging business processes related to territory and quota and financial planning. A second-year fiscal planning process is already taking advantage of these new offerings, further simplifying and streamlining the company’s complex processes.

Learn more about sales performance management solutions in the SAP SuccessFactors portfolio.

Rahul Iyer is general manager of Sales Performance Management at SAP.

Sales Performance Management: Empowering Sales Teams for Better Outcomes

The Game-Changing Role of Incentive Compensation Automation in the Retail Industry

CallidusCloud to SAP: Evolution to Running Better Smarter and Faster

• Boeing & Aerospace
• Nation & World

Boeing broke deal, subject to prosecution in 737 MAX crashes, U.S. says

Boeing violated an agreement that allowed it to avoid criminal charges following two fatal 737 MAX crashes , U.S. Justice Department attorneys announced Tuesday as they moved to revive a prosecution paused three years ago.

That prosecution has been on hold since 2021, when Boeing and federal prosecutors struck a contentious agreement that required the airplane manufacturer to meet certain conditions related to safety for three years. Had Boeing been found to have complied with the agreement, it would have avoided the possibility of a criminal conviction in the two MAX crashes that killed more than 300 people.

The deferred prosecution agreement expired in January, days after a panel blew off an Alaska Airlines Boeing 737 MAX airliner, reigniting scrutiny of whether Boeing changed its culture, quality assurance and compliance programs as required following the fatal crashes in 2018 and 2019. 

On Tuesday, the Justice Department announced it determined Boeing had not complied with the terms of the agreement, opening the door for federal prosecutors to once again pursue criminal claims against the company. 

Paul Cassell, an attorney who is representing 15 of the families who lost loved ones in the MAX crashes, said the Justice Department’s decision was “a positive first step, and for the families, a long time coming.”

Boeing disputed the Justice Department’s findings following their release on Tuesday.

“We believe that we have honored the terms of that agreement, and look forward to the opportunity to respond to the Department on this issue,” a Boeing spokesperson said in a statement. “As we do so, we will engage with the Department with the utmost transparency, as we have throughout the entire term of the agreement, including in response to their questions following the Alaska Airlines 1282 accident.”

After the fatal crashes in 2018 and 2019, federal prosecutors charged Boeing with one criminal count of fraud, alleging the company failed to disclose information to Federal Aviation Administration regulators about a new software system in the MAX planes. An error with that system, the Maneuvering Characteristics Augmentation System, or MCAS, caused two planes to nosedive shortly after takeoff, killing 346 people. 

In the 2021 deferred prosecution agreement, Boeing agreed to pay $2.5 billion , as well as to review and update its policies around safety and compliance with federal regulators. It agreed to set up an ethics and compliance program meant to prevent any violations of U.S. fraud law and to provide consistent reports to the Justice Department about its progress.

For the victims’ families, the agreement was always seen as a sweetheart deal that let Boeing off the hook. The Justice Department’s Tuesday decision is a “frameshift in the DOJ’s approach to prosecution of Boeing,” said Sanjiv Singh, an attorney who is representing 16 families who lost loved ones from the first 737 MAX crash, which occurred Oct. 29, 2018, in Indonesia. 

The agreement was “flawed from the beginning and victims’ rights were violated when it was signed,” Singh said. “Boeing should be held accountable in criminal proceedings where the victims have a voice.” 

On Tuesday, federal prosecutors said Boeing failed to “design, implement and enforce a compliance and ethics program to prevent and detect violations of the U.S. fraud laws throughout its operations,” according to a letter sent to the families who lost loved ones in the crashes and shared with The Seattle Times. 

“For failing to fulfill completely the terms of and obligations under the DPA, Boeing is subject to prosecution by the United States for any federal criminal violation of which the United States has knowledge,” the letter continued.

It specified several conditions that Boeing had agreed to but failed to meet, all centered on the company reviewing and strengthening its program for compliance with U.S. fraud laws. 

Among those conditions, the Justice Department said Boeing failed to:

• Review its existing internal policies for compliance, particularly focused on the company’s interactions with government agencies, including the FAA;
• Make modifications or adopt a new compliance program, if necessary;
• Develop compliance policies based on a periodic risk assessment of the company;
• And, continue to review its compliance policies every year. 

Federal prosecutors also found that Boeing failed to “create a culture of ethics and compliance in its day-to-day operations.” The agreement specified that Boeing’s directors and senior managers must offer strong, explicit support for compliance with U.S. fraud laws, and that middle managers should reinforce those standards. It said Boeing must tell all employees that “compliance … is the duty of individuals at all levels.”  

The letter also pointed to a paragraph in the agreement where Boeing agreed that its anti-fraud policies would also apply to “outside parties acting on behalf of the Company, including, but not limited to, agents, consultants, and joint venture partners.” 

More on Alaska Airlines and the Boeing 737 MAX 9

• Boeing’s safety claims investigated by SEC after panel blew off plane
• It’s now time to address the Boeing Problem or more turbulence awaits | Jon Talton
• FAA’s ‘cozy’ relationship with Boeing at issue again after Alaska Air blowout
• Boeing’s long fall, and how it might recover
• Dish soap to help build planes? Boeing signs off on supplier Spirit AeroSystem’s method
• After midair blowout, passengers want Boeing and Alaska Air to ‘notice’ them
• Alaska Airlines blames Boeing for blowout, wants out of passenger lawsuit
• More on the Boeing 737 MAX

Boeing has until June 13 to respond to the Justice Department and “explain the nature and circumstances” of the violation as well as actions Boeing “has taken to address and remediate the situation.” 

But, Mark Lindquist, another attorney representing some of the victims’ families, said Tuesday he thinks it is extraordinarily unlikely Boeing’s response will change the Justice Department’s determination. 

“The deal is dead. It’s off. Now they go forward with prosecution,” Lindquist said.

Most Read Business Stories

• Boeing whistleblower John Barnett died by suicide, coroner rules
• We now know the price Russell Wilson got for his Bellevue mansion VIEW
• WA homebuilding is slowing down, unlikely to keep up with growing need
• North Face store closure highlights downtown Seattle’s mixed recovery
• Washington fruit leaders expect ‘short, good’ Northwest cherry harvest

Federal prosecutors have until July 7, six months after the deferred prosecution agreement’s expiration, to determine if Boeing breached additional terms of the agreement, according to the letter shared with victims’ families. The Justice Department can also continue to investigate “potential misconduct” by Boeing during that time.

In July, Boeing and the Justice Department will appear before a federal district judge in Texas, where the deferred prosecution agreement was signed. There, Judge Reed O’Connor will decide if he agrees with the Justice Department’s determination that Boeing has violated the agreement.

In a letter to the judge Tuesday, federal prosecutors said DOJ is “determining how it will proceed in this matter.” 

The Justice Department is set to meet with the families of those who died in the crash on May 31 to discuss its decision and “potential next steps.” 

Cassell, the attorney representing the victims’ families, said he’d still like to see “further action” to hold Boeing accountable. He plans to use the upcoming meeting with federal prosecutors to “explain in more details what we believe would be a satisfactory remedy to Boeing’s ongoing criminal conduct.”

The opinions expressed in reader comments are those of the author only and do not reflect the opinions of The Seattle Times.