bluuebunny/crossref_metadata_2025 huggingface dataset:
Attitudes of Arab Women Toward Different Patterns of Coping With Wife Abuse
Authors: Haj-Yahia Muhammad M.
Published: July 2003

This article documents a study conducted among 291 Arab women from Israel using a self administered questionnaire that examined their attitudes toward varying patterns of coping with wife abuse. The findings revealed that the more the participants were characterized by negative and traditional perceptions of women, stereotyped attitudes toward gender roles, high levels of religiosity, and strong orientations toward familism, the greater their tendency to expect battered wives to change their behavior toward their husbands, assume responsibility for their husbands' violent behavior, and resist seeking help from formal agencies or breaking up the family unit. This article discusses the relevance of the sociocultural and sociopolitical context of Arab society to women's attitudes toward various patterns of coping with wife abuse. It also discusses the implications of these results for future studies and for culturally sensitive intervention in cases of wife abuse
Rape-Related HIV Risk Concerns Among Recent Rape Victims
Authors: Resnick Heidi , Monnier Jeannine , Seals Brenda , Holmes Melisa , Nayak Madhabika , Walsh Joan , Weaver Terri L. , Acierno Ron , Kilpatrick Dean G.
Published: July 2003

A sample of 62 recent rape victims who had received postrape medical care were interviewed an average of 6 weeks after being raped ( M = 37.3 days, SD = 19.3 days) to examine fear or concern about contracting HIV as a result of rape. Fifty-seven of the 62 women (91.9%) reported some degree of initial fear or postrape concern about contracting HIV as a result of the rape, and 45 of the 62 women (72.6%) reported that theywere extremely fearful or concerned about contracting HIV. Women who were extremely fearful or concerned about contracting HIV were more likely to have been raped by a stranger. Reported fear/concern was not simply a function of current intensity of intrusive or avoidance symptoms of post-traumatic stress disorder. Fifty-one women (82.3%) wanted more information about HIV at postrape medical treatment visits
Law Enforcement Officers' Perceptions of Same Sex Domestic Violence
Authors: Younglove Jane A. , Kerr Marcee G. , Vitello Corey J.
Published: July 2003

In 1994, California amended its domestic violence legislation to include same sex couples. It is commonly believed within the gay and lesbian community that homophobia induces law enforcement officers to respond differently to incidents of domestic violence involving same sex couples than to incidents involving opposite sex couples. However, the dearth of empirical research has precluded assessing the validity of this assumption, especially since the legal man date has changed. This study addressed whether the assumption of homophobia among police officers is supported through a survey designed to ascertain perceptions about same sex domestic violence. Results showed no differences in how police perceived a scenario of domestic violence based on the sexual orientation of the involved couple. To the extent that expressed perception reflects acknowledging a need to comply with the legal mandate, there is reason to be hopeful that homophobia need not deter appropriate law enforcement response to the problem of domestic violence among same sex couples.
The Rape Tax
Authors: Post Lori A. , Mezey Nancy J. , Maxwell Christopher , Wibert Wilma Novalés
Published: July 2003

This study examines the justice system's decision that sexual violence, particularly rape, is not an economic crime. The authors estimate the tangible and intangible financial costs of sexual violence in Michigan. In 1996, rape and sexual assault cost Michigan more than $6.5 billion, most of which came in the form of intangible costs. Sex-offense homicide cost more than $18 million, two thirds of which was intangible costs. If divided equallyas a “rape tax,” each resident of Michigan would have paid nearly $700 in 1996 to cover the cost of sexual violence. The implication is that prevention is the best way to reduce the high cost of sexual violence. Furthermore, rape and sexual assault need to be identified as a public health issue to raise awareness about sexual violence. Finally, courts and prosecutors need to think about sexual violence as an economic crime to better protect victims and survivors of sexual violence.
A Checklist for Disability Plan Design
Authors: Lester Paige G.
Published: July 2003

As open enrollment approaches, many plan administrators find themselves reviewing plan documents or, more likely, the summary plan descriptions that will be distributed to participants. Now is the time for plan administrators to look at welfare plans, including long-term disability plans, which have become increasingly important and prevalent in all types of industries. This article provides a detailed checklist that identifies the substantive issues that plan sponsors and administrators should consider in the design and implementation of both long-term and short-term disability plans.
Whither the Glass Ceiling? Conducting a Statistical Pay Audit
Authors: McDermott Donald G.
Published: July 2003

Stepped-up enforcement and new government demands make it more likely than ever that companies will face an audit of their compensation practices by the federal government. And with only about 15% to 20% of companies that undergo some form of compensation audit emerging with a clean bill of health, most companies have a lot of work to do. The stakes could not be higher. Companies that are found to have discriminatory pay practices face not only fines, penalties and negative publicity but also the loss of trust from customers, employees and other stakeholders. This article outlines a process through which companies can determine whether their compensation practices discriminate against certain employee groups and take steps to correct those problems before the government steps in with an audit. Even if the government is already on the case, companies can use these statistical tools to defend themselves and potentially reduce the cost of remedies and penalties.
Contractors, Comparable Worth and the New OFCCP: DéjàVu and More
Authors: Fay Charles H. , Risher Howard W.
Published: July 2003

Recent federal government initiatives suggest that comparable worth is being resurrected as a major policy initiative. The Office of Federal Contract Compliance Programs has introduced the Equal Opportunity Survey, which requires government contractors to provide compensation data broken out by gender and race/ ethnicity for each of the nine equal employment opportunity (EEO) occupational classifications. The compensation data from the survey are already being used to target contractors for audits and represent a new and extended drive to impose comparable worth principles through federal regulations. This article focuses on the EEO Survey and its shortcomings as a source of data for analysis. Legitimate sources of male-female wage differentials are discussed, along with the difficulties that would be encountered in implementing a pay system that would meet traditional comparable worth standards. Methods contractors can use to carry out an internal audit to defend pay discrimination charges related to comparable worth are described.
Kicking the Tires of Automotive Sales
Authors: Glendinning Peter M.
Published: July 2003

Compensation practices play a role in the perpetuation of the much reviled “used-car salesman” stereotype. This article explores the occupation that everybody loves to hate. In particular, it investigates the relationship between the design of automotive sales compensation and the types of personalities and behaviors that commonly characterize salespeople in the auto industry. The article concludes that auto sales compensation programs play a significant role in creating an environment of high competition within dealerships, a climate of aggressiveness and frequent use of high-pressure sales techniques. The article also describes examples of steps taken by some dealerships to change this environment and trends within the industry that may significantly change the auto sales and sales compensation structures of the future.
Total Rewards for New and Old Economy Companies
Authors: Zingheim Patricia K. , Schuster Jay R.
Published: July 2003

Traditionally, old and new economy companies have offered different types of pay solutions. Providing stock options, for example, has been a prominent feature of new economy companies, whereas old economy organizations focused on base pay and liberal benefits. However, the Internet has facilitated the blending of the old and new, and each finds the other increasingly attractive as a business partner. As a result, the differences between the two have begun to blur, and each, which had their "tried and true" reward strategies, must now realize that people work for more than just pay and evaluate "total rewards" for success. A total-rewards solution encompasses combinations of base pay, variable pay, recognition and benefits to create a win-win situation for the workforce and the organization.
Benefits and Plan Service Providers:Keeping It Simple
Authors: Johnson Penny D.
Published: July 2003

Providing employees with a comprehensive, affordable employee benefits program can create major headaches for employers. Choosing from among a myriad of products in the life, health, supplemental health, supplemental benefits and retirement planning arenas can be a full-time job. So can collecting employee contributions, disbursing payments to multiple carriers, reconciling exceptions and handling government- mandated reporting. But employee benefits can be a key to hiring and retaining good employees in today's low-unemployment, high-mobility business arena. Selecting the right plan service provider (PSP) can be the key. A PSP should be highly customer focused. Its internal systems should enable the PSP to provide two key benefits: a comprehensive common billing program that allows employers to submit a single check for all employee benefits payments to the PSP, which then handles disbursement to all carriers, and highly flexible Section 125 services that maximize cafeteria plan options for employees while keeping the process simple and cost-effective for employers.
Restructuring Retirement Income Plans
Authors: Kilgour John G.
Published: July 2003

Over the past 10 or 15 years, pension programs in the United States have been restructured from predominately defined benefit plans (DBPs) to defined contribution plans (DCPs). This shift was spurred by the increased costs, complexity and risks associated with ERISA and the increased availability of more flexible DCPs. This article examines two thrusts of the shift. The first is the emergence and expanded use of Section 401(k), 403(b) and 457 plans by relatively large organizations as either supplements to or substitutes for traditional DBPs. The second is the efforts of the federal government to encourage small businesses to provide retirement income programs for their employees. These efforts may be based on faulty assumptions and may be misdirected.
Gender Inequity in Faculty Pay
Authors: Hampton Mary , Oyster Carol , Pena Leticia , Rodgers Pamela , Tillman John
Published: July 2003

Organizations must attract, motivate and retain competent employees. Because the achievement of these goals is accomplished largely through a firm's compensation system, organizations must strive for compensation equity. Compensation must be fair to all parties concerned and be perceived as fair. If employees feel they are being compensated unfairly, they may restrict their efforts or leave the organization. From an employee relations perspective, internal pay equity is probably more important because employees have more information about pay matters within their own organization and are likely to use these data to form perceptions of equity. This article addresses internal equity issues related to faculty salary. It also has relevance to studies about salary compression and performance measurement. Moreover, it provides a method based on reliable research for identifying gender differences in rewards and determining the significance of these differences. Although this article has evolved from a public university setting, its conclusions are relevant to college and university personnel decision making in general.
Reward Strategies for Dot.Corp Organizations: Lessons from the Front
Authors: Weinberg Carl R.
Published: July 2003

Nearly every major corporation today seems preoccupied with developing new-economy businesses and processes that will create sustainable competitive advantage, but many of their dot.corp organizations are struggling to succeed. Too often, they have overpromised substantial additional value to the parent and underdelivered on the commitment. Many of them have received special treatment from the parent, which has angered the mainstream organization. The weakness to date has rarely been due to failures of business strategy or technology. Many dot.corp organizations struggle because their people strategies attract the wrong people, motivate the wrong behaviors and focus to a fault on minimizing collateral damage back at the mainstream organization. A one-size-fits-all approach does not work when it comes to dot.corp reward strategy. The two key steps are to categorize the dot.corp’s organizational structure and then to identify the parent’s planned exit strategy for the entity. Once human resources has answered these two questions, it can develop a powerful new reward strategy that maximizes the dot.corp’s chances of success. Successful programs acknowledge that the dot.corp labor market is somewhat different from the dot.com labor market especially at the executive level. They also need to avoid becoming overly focused on minimizing collateral damage in the mainstream organization. For a dot.corp organization to attract outstanding talent and fulfill its mission of transforming the parent, it must break new ground in its reward strategy notwithstanding the reactions back at the mother ship.
Incentive Compensation and the Web
Authors: Stiffler Mark A.
Published: July 2003

A new and emerging human resources related use for the Web and the Internet is in managing incentive compensation plans, a use that has almost tripled over the past year. The three things driving this increased usage are the desire to reduce costs, the need for improved communicationand the opportunity for greater interactivity.A survey of compensation professionals showsthat just using the Web does not by itself lead tobetter communications; there are a wide range ofother factors to consider in improving communications.The article ends with an example of howthe Web and the Internet can be used to promoteinteractive communications for building a communityof interest and improving workgroupproductivity.
Implications of Changes in Technology Companies are Work Culture Incentive Compensation
Authors: Liccione William J.
Published: July 2003

Recently, some compensation and benefits experts have been witnessing a renewed interest in good old-fashioned base pay as an important part of a pay mix that includes base, bonus and options. The trend is clear among executives in high-tech companies in general and high-tech start-ups in particular. The change in the compensation mix in the high-tech sector is so subtle that it has gone unnoticed by many. The implications of the change, however, are not so subtle. This article addresses the implications for entrepreneurs who invested in high-tech start-ups for quick profits from IPOs, technology stock shareholders, compensation professionals charged with developing pay plans that promote technology companies’ business objectives, and employees who hold stock options.
Sales Compensation: A New Technology-Enabled Strategy
Authors: Cocks David J. , Gould Dennis
Published: July 2003

A new profit-center approach for sales force compensation allows firms to replace quotas with an innovative commission structure that ties compensation to corporate expenses and desired profitability. Sales representatives contribute their share of corporate expenses and profit, after which they can keep most of the money they bring into the company. In addition, sales associates choose their compensation plan and decide how to contribute to the company’s expenses. With thismethod, firms can more effectively motivate sales representatives, strengthen recruiting, increase market share and ensure that the business meets profitability goals. This article explains the strategy in more detail, including the most effective way to allocate corporate expenses among sales associates, how a predefined level of profitability can be built in and the appropriate way to determine the correct placement of commission levels. The technology necessary to implement this strategy is also discussed.
State and Local Governments Plan Alternatives for Retiree Medical Benefits Funding
Authors: Patterson Martha Priddy
Published: July 2003

Most government employers offer retiree medical coverage, but there are several factors converging to force government employers to review their current retiree medical programs. Whatever funding mechanism is chosen—medical savings accounts, defined contribution plans, government “pick-ups” or a variety of other options— the goals must remain to maintain effective benefits for current and future retirees, treat all parties fairly, keep retiree medical benefits affordable, adopt legally permissible funding methods and develop an approach with reasonable administrative external and internal costs. This article looks at the current funding mechanisms being used as well as the pros and cons of available alternatives. In the end, the ultimate challenges will be not only structuring the funding to be as tax efficient as possible but also designing plans to manage the erratic, but ever increasing, cost of health care in general.
With Plan Restatement Inevitable, Keep Legal Standards of Review in Mind
Authors: Haneline Kenneth M.
Published: July 2003

Employee benefit professionals will redraft certain benefit plan documents in the current calendar year to comply with recent changes in tax law and U.S. Department of Labor regulations. Such redrafting presents an opportunity to ensure that plan document language will invoke the most favorable judicial standard of review should the plan become the subject of a claim dispute. Generally, courts may impose one of two standards of review in deciding claim disputes. The “arbitrary and capricious” standard seeks to determine only whether the plan administrator acted within the provisions of the plan in denying a claim. The “de novo” standard gives courts greater latitude to decide disputes based on the merits of each side’s arguments. Where plan documents explicitly grant the plan administrator discretionary decision-making authority, courts will invoke the arbitrary and capricious standard of review. Benefit professionals must familiarize themselves with the issues and ensure that plan documents contain the correct language to invoke the most favorable judicial standard of review.
Managing Envy and Jealousy in the Workplace
Authors: Dogan Kim , Vecchio Robert P.
Published: July 2003

Negative emotion is a common experience for many employees. Competition for rewards, resources and recognition drives much of the animosity and ill feelings associated with employee envy and jealousy. In this article, the causes and consequences of employee resentment are highlighted. Factors that contribute to greater levels of employee resentment include reengineering, diversity and generational conflicts. In addition to reduced performance, dysfunctional consequences of negative emotion include stress, job dissatisfaction, withdrawal, retaliation and poor citizenship. The article concludes with a set of five specific suggestions for reducing and managing negative emotion at work: (a) giving consideration to emotional maturity at the time of hire, (b) using teams and participative management, (c) implementing an incentive system that supports employee cooperation, (d) encouraging open communication and (e) placing high achievers in mentor positions.
Getting Personal with Employee Self-Service
Authors: Loofbourrow Tod
Published: July 2003

This article addresses the need for companies to educate their employees on the true value of their benefits, both monetary and service related, and on the policies and expectations of the organizations they work for. Doing so is not only costeffective but can actually help a great deal with employee retention. The best way to get relevant, personalized knowledge of this sort to employees, says the author, is by instituting Web-based HR communications, that is, by making reliable, up-to-date HR information accessible via the Internet, corporate portals and/or call centers. This article discusses the value added to the HR experience by sophisticated communications technology that empowers employees to make the most advantageous decisions. Employing a case study of the Wells Fargo/Norwest merger, the article also discusses how a Web-based HR knowledge base can help speed integration in corporate mergers. Finally, the impact of knowledgebase technology as we move into the future is addressed.
State Labor Laws in 2000
Authors:   From the Editors of CBR
Published: July 2003

A number of states revised their minimum wage, overtime and pay discrimination laws last year.
Hong Kong and China: The Cash Mentality Revisited
Authors: Chiu Randy K. , Tang Thomas Li-Ping , Luk Vivienne Wai-Mei
Published: July 2003

The research for this article surveyed 583 professional employees in Hong Kong and 121 managers of overseas companies operating in People’s Republic of China and identified the five most popular compensation components to attract and motivate employees. People in Hong Kong identified base salary, merit pay, year-end bonus, annual leave, mortgage loans and profit sharing as the most important components for attracting and motivating employees. Employees in People’s Republic of China cited base salary, year-end bonus, merit pay, housing provisions, annual leave and individual bonus as the most important components to attract and motivate employees. Because of a number of cultural and socioeconomic factors, the cash mentality is still a very important factor in attracting and motivating employees in Hong Kong and People’s Republic of China.
Rethinking Compensation: Registered Representatives as a Case Study
Authors: Herman Michael
Published: July 2003

The current need to attract and retain productive registered representatives has led to a bidding war in many retail brokerage firms. Firms often feel coerced to pay signing bonuses to the very people who are the most portable. Turnover has increased as registered representatives “hop” firms annually. Attraction and retention costs have reduced profit margins to below acceptable levels. These losses, coupled with the market’s recent performances, are a lightning rod for executives to improve business line profitability. Firms must build and/or adjust compensation programs that focus on paying those who most deserve it. Firms need not only to customize their compensation programs to react to this reality but also to face some of the newer challenges in the retail financial markets. Firms that seize this opportunity to refine their business will be best suited to increase the productivity of their registered representatives while decreasing overall compensation cost of sales.
Retention and Customer Satisfaction
Authors: Casey Thomas F. , Warlin Karen
Published: July 2003

Unifi Network, a subsidiary of Pricewaterhouse- Coopers, conducted a recent study that examines the impact of employee turnover on customer satisfaction within six different industries: banking, investment management, personal computing, property and casualty insurance, retail sales and telecommunications. Research results show a strong link between employee retention and quality of service as rated by the customer. Therefore, today’s employer need not only please his consumer but also the employees who provide the product or service. Research points to six critical employee needs that, when understood by employers, can be used to combat recruiting and retention challenges faced by many of today’s service organizations. Employers need to align the requirements of their business strategy with that of the more individually focused needs of their employees to sustain retention and increase customer satisfaction.
Keeping Benefits on Track in Mergers and Acquisitions
Authors: Rybka John S.
Published: July 2003

More often than not, the topic of employee benefits is put on the back burner during merger and acquisition negotiations. At best, it is a passing statement buried in the legal contracts. However, the issue of employee benefits in a merger or acquisition deserves a prominent seat at the bargaining table from the very beginning. This will not only ensure a smooth transition for both the employer and employees but will reduce the chances that costly miscalculations will be made. For example, assume health benefits of the buyer and seller are identical, but the buyer pays 60% of the premium whereas the seller pays 100% of the premium. This can have a tremendous impact on the cost of providing the benefit. The same comparative analysis should be done for every facet of the buyer’s and seller’s retirement and/or 401(k) plans, welfare benefits, payrolls, stock options and third-party providers.
The Future of Salary Management
Authors:   From the CBR Advisory Board
Published: July 2003

In CBR’s first electronic roundtable, five CBR Board members and contributors responded to five important questions about major changes that will affect salary management over the next 5 years. The anticipated changes include broad economic and social changes, emerging trends in job and work system design, developments in the issue of linking salary systems to prevailing market levels or internal pay levels, the rise of paythe- person models and technological change.
Using Competencies and Rewards to Enhance Business Performance and Customer Service at the Standard Life Assurance Company
Authors: Brown Duncan
Published: July 2003

Linking competencies to pay is a controversial topic, with competencies often criticized for excessive complexity and lack of business relevance. The experiences of Standard Life, Europe’s largest mutual insurer, over the past decade demonstrate that competencies and rewards can have a powerful impact on business performance and staff commitment. Standard Life first used competencies in the late 1980s for development and then selection purposes. The linkages with rewards have been made primarily through the vehicle of an effective contribution management process, which the company introduced in 1996. But this has been done in the context of a much broader set of HR and rewards initiatives, including most recently grade restructuring and the introduction of job families. It also has been supported by intensive management training and staff communication and involvement. These processes have driven a transformation in the company’s culture, in personal and business levels of customer service and, consequently, in financial performance.
People, Competencies and Performance: Clarifying Means and Ends
Authors: Hofrichter David A. , McGovern Todd
Published: July 2003

The core problem of every organization is performance. Strategic planning, quality, culture and people are the most persistent themes in the drive to enhance employee performance. The best way to align individual behavior with corporate interests is derived through competencies, the peoplebased tool with the greatest versatility and explanatory power. Performance is defined by measurement and shaped by the promise of rewards. Values, purpose, goals, rewards, competencies and leadership development all are individual parts of the performance system. At minimum, performance systems must address purpose and direction, goals, leadership behavior, assessment and measurement and rewards. This article illustrates the difference between two approaches: focus on performance and showcase competencies.
Profitivity: Maximizing Profit through Optimum Staffing
Authors: Emig Michael F.
Published: July 2003

Profitivity is a term created to reaffirm the point that one of the most practical and available ways Competencies in the Real World: Performance Management for the Relationally Healthy Organization to maximize profit is through maximizing productivity. Although automation and invention are examples of other critical elements, managing the people resource is the most accessible and immediate opportunity and the action most capable of producing significant returns in the shortest amount of time. Most organizations can realize significant gains in productivity through three concurrent and equally important strategies. This article outlines those three strategies and illustrates four steps involved in optimizing strategic staffing. Following this process can result in a win-win situation: The organization wins by achieving improved results, and the employees win with higher rewards.
Making Performance Management Relevant
Authors: Williams Victoria
Published: July 2003

The latest thinking on business strategy, human resource development and intellectual capital management notes that people are our most important asset. But historically, people have been entered as a cost rather than an asset on the balance sheet. No matter how much things change, two things are certain: People want to do a good job, and organizations need to help their workforce perform in a way that makes it more competitive. This can be done with a performance management system based on four principles: aligning daily activities with strategy, ensuring that managers and employees collaborate, integrating development with performance and providing continuous feedback so that the organization can ensure it has the right people in the right place at the right time.
Building Incentive Compensation Management Systems: What Can Go Wrong?
Authors: Kurlander Peter
Published: July 2003

Incentive compensation is a much more complex problem than it first appears. The actual calculation of the payout is relatively simple, but there are a whole host of hidden administrative and plan management issues that determine the ultimate success or failure of an incentive compensation management system. Companies are starting to take a hard look at their incentive plans and at the systems used to support them. This leads quickly to a decision concerning whether to use one of the new enterprise incentive management software solutions and services from companies or build a custom incentive compensation management system in-house. This article highlights the challenges companies can face when building an incentive management system and provides real-world examples of attempts to develop such systems.
Responding to Changing Retirement Savings Programs
Authors: Kilgour John G.
Published: July 2003

For many elderly Americans, the so-called threelegged stool of retirement income is a myth. One or two of the legs is missing. Employer-sponsored retirement plans have undergone a massive restructuring over the past decade, requiring knowledgeable decision making on the part of employees. There is a general sense that access to and participation in retirement savings plans are inadequate. Various private and public sector organizations have taken steps to address the problem, culminating in the 1998 Summit on Retirement Savings. The summit targeted employees of small employers, low-income employees and women and minorities as being of particular concern. A second summit is scheduled for September 2001. This article examines the changing structure of retirement savings and efforts to enhance them and analyzes the experience of the groups targeted by the summit. Its central findings are that when employees have access to a retirement income plan, they participate to a high degree. The experience of women is better than expected. That of racial minorities, especially Hispanics, is not. The crux of the retirement income problem is small employer sponsorship, not employees choosing not to participate.
The Disability Management Continuum: Using Integration to Meet Your Company’s Needs
Authors: Bruen Phil
Published: July 2003

Unscheduled worker absences have a negative affect on a company's productivity, profits, competitiveness and employee satisfaction. To remain competitive, companies must work proactively to help workers remain healthy and satisfied at work. For many benefit managers, however, the prospect of altering programs, administrative practices or leave policies to manage unscheduled absences more effectively may seem to be an overwhelming, if not an impossible, task. Integrated disability management (IDM) programs can help provide the framework necessary to make strategic improvements. This article discusses how IDM can help employers achieve consistent administration of disability claims, convenience for customers, reduced paperwork for benefit managers and compliance with laws that govern leave policy.
A Checkup for Health Benefit Offerings
Authors: Buckley Michelle H.
Published: July 2003

Benefit professionals must constantly assess the benefits they offer to ensure they meet both employee and employer needs. Health benefits in particular offer significant opportunities for periodic reviews and revisions to ensure that the employer offers the maximum benefits possible for the best possible cost. The assessment must include a determination of employee needs, a review of plan objectives and an analysis of how well the existing plan meets the needs of employees and employer. In designing a plan, the employer can select an incentive approach, a disincentive approach or a combination approach to determine how services should be covered. Employees’ demands for flexibility in coverage and the employer’s need to control costs will indicate which approach is most appropriate.
Employee Benefits Purchasing Alliances: Creating Stability in an Unstable World
Authors: Christadore Robert J.
Published: July 2003

Over the past decade, employee benefits purchasing alliances have flourished across the United States to help employers satisfy their employees’ health care and other needs. Today in California, such alliances are available for all sizes of employers. Small businesses can join one of two such alliances—PacAdvantage and CaliforniaChoice. Midsize employers can join BenefitsAlliance, and large employers can become members of the Pacific Business Group on Health. Purchasing alliances are especially helpful to small and midsize employers, offering them advantages normally reserved for large firms. These include more choices, greater purchasing power, human resource efficiencies and cost savings. They also allow employers to adopt a defined contribution strategy, basing their contribution to employee benefits on the lowest cost plans. These advantages create stability in an unstable benefits world for small and midsize employers.
Mildly Ill / Back-Up Child Care: A Growing Trend in Employee Benefits
Authors: LoJacono Stephen
Published: July 2003

With the increasing number of dual-income households and single parents in today’s workforce, a family-friendly workplace is essential for recruiting and retaining quality employees. Mildly ill/back-up child care is a growing trend in employee benefits because it helps employees maintain a healthy work/life balance. The primary cause of unscheduled absenteeism and employee turnover relates to work/life issues— specifically, those work/life issues that surround dependent care. Companies of all sizes that implement these benefits experience a sound financial investment with a substantial dollar return.
Reward and Organizational Systems Alignment: An Expert System
Authors: Heneman Robert L. , Fisher Max M. , Dixon Katherine E.
Published: July 2003

When organizations design compensation programs, they often resort to implementing an offthe- shelf or “flavor of the month” design rather than tailoring their programs to fit their organizations’ specific needs. Because the most effective compensation programs align reward systems with business strategy, organizational structure and organizational culture, it makes sense to take the time and effort to customize reward programs. This article examines the different design choices that are appropriate for any combination of business strategy (defender or prospector), organizational structure (mechanistic or organic) and organizational culture (traditional or involvement). The article illustrates these combinations with case studies and recommendations for reward system design and implementation practices.
Untangling the Myths of 360:Straight Talk for Successful Outcomes
Authors: Wingrove Clinton
Published: July 2003

Many organizations have a new interest in 360 assessment, or multirater feedback, and are anxious to implement this tool. Evidence suggests, however, than fewer than 15% of top companies are actually doing so in any organization-wide way. This article discusses the reasons behind the recent explosion of interest in 360 assessment and examines some of the inherent pitfalls in approaching this process without adequate preparation. The article notes the importance of skilled facilitators and cautions that the success of any multirater tool depends on the effort that goes into it as well as the thoroughness of the follow-up process.
Kidnap & Ransom Insurance:A Rapidly Growing Benefit
Authors: Merkling Sheri , Davis Elaine
Published: July 2003

More companies are turning to kidnapping and ransom insurance (K&R) to protect their employees. Until recently, companies purchased K&R only for top-level international executives. However, kidnappings continue to rise worldwide, and as a result organizations are routinely providing K&R coverage to more employees. The industry has seen 15% to 20% growth each year for the past seven to eight years. The list of parallel industries spawned by kidnapping crises also continues to grow. This article reviews the current trends in K&R and reviews companies providing this insurance. The article also outlines types of coverage, prevention strategies and issues to consider when choosing a provider.
The Future of ADR in the Workplace
Authors: Bruno Mary E.
Published: July 2003

The U.S. Supreme Court recently issued another decision endorsing the use of mandatory arbitration agreements in the workplace as a means of alternative dispute resolution of employmentrelated claims. Given the Supreme Court’s decision in Circuit City Stores, Inc. v. Adams, this article reviews the status of mandatory arbitration agreements as they apply to employment claims, in particular, claims of employment discrimination. For years, the Federal Arbitration Act has been at the center of continued controversy over employment contracts requiring arbitration of claims arising out of the employment relationship. This article focuses on the state of the law regarding the use of compulsory/mandatory arbitration agreements for employment-related disputes and reviews studies and empirical information about the cost benefit of arbitration to resolve employment-related disputes. The article includes some practical suggestions for employers who wish to consider using alternative dispute mechanisms and compulsory/mandatory arbitration.
Sales Compensation Programs: Built to Last
Authors: Gundy Peter
Published: July 2003

A persistent theme in business has been the search for the one solution that unlocks the mystery of sales force effectiveness. Sales organizations focus much attention on compensation as the means to drive performance. In most cases, companies are caught in a seemingly endless cycle in which disappointing sales performance prompts a redesign of the commission plan. This article examines companies that have broken the cycle. These companies go beyond the content of plan design to concentrate on the process underlying the redesign effort. The article highlights six leading practices in the design process that combine to create a framework for sales compensation plans that are built to last. Although process is important, sound plan design is central to success. Again drawing from examples at highperforming companies, the article describes six helpful lessons for plan design.
Statutory Stock Options: New Taxation, Withholding and Reporting Requirements
Authors: Herod Jim
Published: July 2003

This article discusses controversial proposed regulations recently issued by the IRS that provide that the exercise of statutory stock options constitutes wages for Federal Insurance Contribution Act (FICA) and Federal Unemployment Tax Act (FUTA) purposes. The proposed regulations reverse a position that the IRS has taken for 30 years. The U.S. House of Representatives has passed legislation that would override the proposed rules. Similar legislation is pending in the U.S. Senate. The proposed rules have been harshly criticized by industry representatives who assert that they will create an enormous administrative burden for both employees and the IRS, that legal support for the proposed rules is questionable and that the heaviest burden of the proposed rules will fall on lower income workers. This article delineates the requirements of the regulations for those responsible for overseeing compensation and benefits in U.S. companies.
Controlling Health Care Costs
Authors: Parmenter Eric M.
Published: July 2003

Although employers and employees alike enjoyed a brief reprieve from double-digit health care cost increases in the mid-to late-1990s, costs are once again rising significantly. Through cost shifting to employees, some employers will transfer 25% to 30% of the current increase in health benefit costs. However, the most popular and probably the most effective way to control costs has been through plan design. The most effective longterm methods of controlling health care costs are managing utilization, reducing unnecessary utilization and encouraging positive use of the health care delivery system. This article reviews trends, offers some insight into potential future costs and outlines strategies for employers to offer attractive benefits despite of cost constraints.
Overtime Lawsuits in California
Authors: Coyle Michele C. , Fernald Margery M.
Published: July 2003

Over the past several years, national companies with California employees have experienced a startling increase in unpaid overtime lawsuits. Settlement and judgment amounts have been in the tens of millions, and the $90 million jury verdict in Bell v. Farmers Insurance Exchange has prompted a wave of new lawsuits. Employers with employees in California need to know the requirements of the Fair Labor Standards Act (FLSA), the California Labor Code and accompanying wage orders issued by the California Industrial Wage Commission (IWC). California’s stricter requirements often catch out-of-state employers off guard. A common mistake made by many companies is ascribing titles such as “administrative claims representative,”“production manager” or “supervising engineer,” which suggest that an employee is exempt regardless of the actual duties performed by the employee. With a working knowledge of the FLSA, California Labor Code and IWC wage orders, an employer can avoid the costly mistakes of those companies surprised by California’s more protective standards.
Self-Directed Brokerage Accounts:A First Look at Participant Investment Behavior
Authors: Coffrini Mark
Published: July 2003

Although the industry has been tracking overall growth and assets in self-directed brokerage accounts (SDBAs) for some time, there is currently very little data on the investing behaviors and attitudes of SDBA participants. Schwab Corporate Services began tracking statistics on SDBA users in January 2001. The result is the SDBA Indicators, an ongoing compilation of key investment statistics and demographics on approximately 60,000 retirement plan participants investing in Schwab’s SDBA, the Schwab Personal Choice Retirement Account (PCRA). Data in this article reflect activity for the first quarter of 2002 and show that participants continued to move money into more conservative investments, as they did in 2001. The data also indicate that participants are using SDBAs as retirement plan sponsors intended, to help create diversified portfolios for long-term investment.
The New Salary Negotiation
Authors: Bottos Lena M. , Coleman Bill
Published: July 2003

Both employers and employees stand to gain from widespread availability of market compensation data. Access to such data makes employees receptive to messages about how pay is set. In the new, informed negotiation, the parties together can agree to a price for the “space,” then arrive at an appropriate salary range for the “face,” the person who fills the position. When the veil is lifted from market salary information, the data are treated as facts and the discussions focus on how the facts apply to the specific people and organizational circumstances. In the stock market, traders know the current market price but negotiate buys and sells based on underlying equity and expected future value. The same is now true in the human capital market. Employers who recognize this new negotiation as an opportunity to create a win-win situation will enhance retention and pull ahead of other employers in the competition for human capital.
Strategic Reward Systems at Southwest Airlines
Authors: Singh Parbudyal
Published: July 2003

Organizations must become more strategic if they are to survive and succeed in the current business environment. Functional and unit strategies must be aligned with overall firm strategy to enhance organizational effectiveness. In this respect, strategic compensation systems are vital to ensuring desired employee behaviors and enhanced firm performance. This article reviews strategic reward systems and examines rewards at Southwest Airlines. It outlines the firm’s strategic compensation and recognition programs and discusses implications for management.
Total Rewards Strategy: The Best Foundation of Pay for Performance
Authors: Lyons Frank H. , Ben-Ora Dan
Published: July 2003

Successful pay-for-performance design and implementation begins with solid total reward strategy. This gives the company a structured platform from which future program decisions can be made consistently across the company, even as the environments change. It can also contribute to ensuring that human resource programs are aligned with the overall business strategy and the company’s direction. This article defines a total reward strategy to include base salary, variable pay including short-term and long-term incentives, other direct compensation, perquisites, benefits and performance management. Designing and implementing a total reward strategy is straightforward. An appropriate planning and a holistic approach are required to effectively link performance to these rewards.
Accelerated Vesting of Employee Stock Options: Principles and Strategies
Authors: McIntosh Colleen M. , Harmetz Lloyd S.
Published: July 2003

Many company stock option plans contain important provisions that provide for accelerated vesting of options upon a change of control of the company. How do these provisions work? What different types of provisions can an option plan have relating to accelerated vesting? What are the implications of these provisions? Who benefits from these provisions, and who can suffer from them? How can these terms be important to a company, its employees, its shareholders and its potential acquirers? What is the impact of these provisions if one company proposes purchasing another? What strategies are used by parties to a corporate merger to react to the existence of these provisions? Answers to these questions are found in this article.