2nd Quarter 2008 Volume 17 Number 2
Human Resource Management Strategies:
Can We Discover What Will Work Through Benchmarking?
Robert J. Greene, Ph.D., CCP, CBP, GRP, SPHR, GPHR I Reward $ystems Inc.
HR practitioners spend a great deal of energy seeking approaches that have been successful in other organizations. This process, typically called “benchmarking,” is widespread. This paper discusses: How valuable is benchmarking when it is used for HR strategies and programs? What form should it take? What processes are most likely to make it useful?
Workforce Retention and Pay and Reward Practices in America’s Best Hospitals
Patricia K. Zingheim, Ph.D. I Schuster-Zingheim & Associates Inc.
Jay R. Schuster, Ph.D. I Schuster-Zingheim & Associates Inc.
This study examines the retention strategies and pay and rewards practices of a sample of the best-performing medical centers and hospitals in the United States. Twenty-one organizations ranked by U.S. News & World Report participated. A structured interview with an open-ended questionnaire was used to gather information from these organizations from CEOs, major operating executives and heads of human resources.
The Role of Line Managers and HR in Reward Program Effectiveness
Tom McMullen I Hay Group
Mel Stark I Hay Group
This paper explores reward program effectiveness and the key role that line managers play in this regard. New research data suggest that organizations are not effectively utilizing their line managers in this regard. The HR function must also find better ways to leverage the manager’s role and better define the role the manager could play in helping make rewards programs successful.
Lessons from the Office: The Organizational Implementation of Work-Life Policies
Melanie A. Hulbert, Ph.D. I George Fox University
This paper explores factors possibly influencing organizational decision makers to implement work-life policies by examining the institutional and cultural environments in which they exist and includes an examination of how such policies become practices and an examination of the link between implementation and organizational culture.
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The Medicare Prescription Drug Plan: A Model of Complexity and Ineffective Communication
Frank Giancola
This paper examines Medicare’s Prescription Drug Plan’s basic provisions, the number and types of drug plans being offered, and enrollment tools to provide an in-depth look at the issues that challenge seniors and provide valuable lessons for benefits professionals.
What Pay For Performance Should Measure
Bruce Ellig
“Pay-for-performance” is the mantra being chanted from the board of directors down to the first-line supervisor. But what is the definition of “pay”? Whose performance? What is the definition of “performance?” And how will it be measured? The pay planner must answer these questions when creating a pay-for-performance process (not a program). Programs have limited lives; processes continue until changed.
Health Savings Accounts: Their Purpose in a Company Setting
Zuzana M. Micko I University of Minnesota
This paper explains the history of HSAs as well as the basic characteristics of these plans. It also examines the challenges companies face as they introduce these plans to their workers.
Published Research in Total Rewards
Facts & Figures |
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