4th Quarter 2007 Volume 16 Number 4

Measuring and Rewarding Customer Satisfaction, Innovation and Workforce Engagement
By Patricia K. Zingheim, Ph.D., Schuster-Zingheim & Associates Inc. Jay R. Schuster, Ph.D., Schuster-Zingheim & Associates Inc.
Although meeting financial goals remains a critical priority, measurement must include issues that are not solely financial performance. This piqued the authors’ interest in discovering how companies are addressing the challenge of defining and setting goals for some less easily measured goals (employee engagement, customer satisfaction and innovation). An understanding was being sought of the usage of these less easily measured goals in paying for performance.

Ensuring Future Workforce Viability
By Robert J. Greene, Ph.D., CCP, CBP, GRP, SPHR, GPHR, Reward $ystems Inc.
Competition for talent is discussed and procedures and programs to secure a competitive edge are discussed. The author has developed three figures that can be used as tools in the effort to attract, motivate and retain staff.

How Major League Baseball Learned to Live with Salary Arbitration
By Frank Giancola
The story of how final-offer salary arbitration evolved and has been influenced by forces inside and outside baseball provides interesting and instructive lessons for compensation professionals, who found that most salary-administration tools have rules that should not be resisted and imperfections requiring creative adjustments. Other lessons learned from the process are included.

Executive Stewardship Incentives from Innovative Bonus-Payout Methodology
By Timothy S. Clark, The George Washington University | Balaji Krishnamurthy, Ph.D., LogiStyle
Instead of the conventional approach of concurrent payout of bonuses, a sequential methodology ensures those with less influence get due rewards before those with more influence, providing clearer incentives for the application of that influence in ways that benefit broad sets of stakeholders. This paper introduces stewardship-sequenced payout.

Training Managers to Meet Business Goals Using Work-Life Strategies
By Kathy Kacher, Career/Life Alliance Services Inc. | Rachel Hastings, WFC Resources Inc.
Training managers to use work-life tools is essential in creating a supportive culture and ensuring that everyone at the manager level (and those they supervise) are on the same page. Instead of using traditional training programs for managers, the authors recommend an innovative tool—the Manager’s Solution Forum. This learning approach results in an increased level of understanding and utilization of work-life as a business strategy.

Case Study: Equal Pay the Headquarters of Novo Nordisk
By Frédéric Warzynski, Universidad Carlos III de Madrid; Center for Corporate Performance, Aarhus School of Business | Valérie Smeets, Universidad Carlos III de Madrid; Center for Corporate Performance, Aarhus School of Business | Nikolaj A. Halse, Novo Nordisk
A collaboration, formed between a company and academia investigated the efficiency of salary systems that ensure equal pay in a company committed to eliminate gender bias. The analysis resulted in practical suggestions.

The Manager’s Impact on Job and Organization Design
By George McCormick, Hay Group | Tom McMullen, Hay Group | Richard S. Sperling, Hay Group
This paper outlines the fundamental principles and the role of managers in the effective design of jobs and organizations. While the principles of job and organization design are fairly straightforward, it is a fairly tailored process requiring active line-management contribution.

Facts & Figures
Statistics from this issue of WorldatWork Journal

Letters to the Editor
Excessive Pay Packages | Data Reliability | The Impact of Customer Satisfaction, Employee Engagement