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WorldatWork Journal

2nd Quarter 2015  |  Volume 24  |  Number 2

Aligning Human Capital Strategy With Organizational Strategy

An organization's workforce is potentially its most valuable asset. But this statement is only true if the workforce is made up of the right people, with the right knowledge/skills and the right motivation. In addition, it must be managed effectively; this is where the human capital strategy comes in, which is the focus of this article. The human capital strategy provides the framework for staffing and developing the workforce and for effectively and appropriately defining, measuring, managing and rewarding performance.

What We Know About How Personality Affects Work Behavior

Most HR professionals would say an employee's personality greatly affects his/her work performance, yet personality is not a widely discussed topic in human resources and systems that apply what is known are hard to find. The knowledge that academic researchers have gained over the past 30 years about the interaction of personality and work behaviors will help clarify matters. This article reviews the research so HR professionals can make informed decisions about the degree to which HR policies and practices should be based on employees' personalities.

Salary Policy Options for Control and Accuracy

There is continuing tension between managers' freedom to manage and the organization's need to demonstrate accountability for pay expenditures. In this article, familiar concepts in salary policy are reviewed in terms of a competitive pay analysis and a range of options for control and accuracy are discussed. The objectives are to open up job evaluation methodology to a thorough review and frame the choice of a suitable style of salary administration.

Mandatory Post-Vest Holding Requirements: Maximize Investment in Equity Compensation and be a Good Corporate Citizen at the Same Time

Given the current corporate governance environment and strong institutional investor preferences for mandatory holding requirements for vested equity awards, post-vest holding periods are expected to grow in prevalence. While all companies will achieve some benefits for adopting mandatory holding requirements, others could easily miss significant advantages. This is especially true when it comes to determining complex illiquidity discounts.

Conducting Compensation Priority Studies: Q-Up the Leadership Team

Many companies' compensation systems are not congruent with the pay objective priorities of their leadership teams. Team members are often not aware of their prioritization of pay objectives and, if they are, the priorities are often not communicated with other leaders. The failure to synchronize leaders' pay objectives may mean the company is failing to make the best use of its compensation programs. A compensation priority study can help determine these priorities and design a compensation system that addresses them.

Published Research in Total Rewards