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WorldatWork Journal
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WorldatWork Journal

Author Guidelines  |   Submit an article  |   Manage Article Review Assignments  |   Order reprints

WorldatWork Journal

3rd Quarter 2016  |  Volume 25  |  Number 3

Analytics in Rewards Management
By Robert J. Greene, Ph.D., CCP, CBP, GRP, SPHR, GPHR, CPHRC, SHRM-SCP, Reward Systems Inc.
Rewards practitioners use benchmarking extensively to determine how pay structures and rates compare to prevailing market rates. Research studies and compensation surveys are full of data. But a basic understanding of research evaluation and quantitative analysis is required to decide if the information is of high quality, the research findings are sound and the prevailing practices are appropriate for an organization.

Multiple Employer Welfare Arrangements and PPACA
By John G. Kilgour, Ph.D., California State University, East Bay
Multiple Employer Welfare Arrangements (MEWAs) provide health benefits to the employees of two or more unrelated employers. Most MEWAs are legitimate. However, an unknown but significant number of them have been shams that have allowed unscrupulous operators to steal hundreds of millions of dollars from employers and employees and have left thousands of participants without health insurance. This article examines the complex history of MEWAs and the various efforts to regulate them, culminating in the applicable provisions of the Patient Protection and Affordable Care Act of 2010.

The Value of Knowing the History of Compensation Management
By Frank Giancola
Were employee compensation experts on the mark in the 1960s when they identified the key future issues and trends in compensation management? An examination of the writings of two thought leaders in the profession at that time, David Belcher, the author of one of the first college textbooks on compensation management, and Robert Sibson, a well-known compensation consultant, helps demonstrate why some ideas have failed, some have passed the test of time and others continue to require compensation professionals' best efforts to manage effectively. Their thoughts are evaluated against current practices to shed light on the progress the profession has made during the past 50 years in contributing to organizational success. This is useful knowledge in evaluating existing and proposed programs.

The Complementary Relationship of Sales Organization Culture and Compensation System: Practical Implications
By Pankaj M. Madhani, Ph.D., ICFAI Business School
Sales organizations should align culture and compensation systems to achieve performance goals and business results. By developing a culture that identifies and directs certain behaviors, organizations can achieve optimal balance of total rewards programs. This article identifies compensation strategies for various types of sales organization culture and provides various frameworks and illustrations for identifying optimal or best performing culture for a sales organization.

Published Research in Total Rewards