Compensation

If you still have a job next year, there's a good chance you'll be getting a pay increase.

While it's common to believe that small businesses are the primary employer of minimum-wage workers, a recent study suggests otherwise.

This note is in response to Why Do Women Still Earn Less Than Men?

Research finds that gender-role socialization -- which shapes basic beliefs about the specific behaviors that are most appropriate for men compared to women, and about the kinds of skills that accompany those behaviors -- plays a large role in the pay-disparity conversation.

Despite the slow -- and sometimes uncertain -- pace of recovery, salary-budget increases are expected to increase by approximately 3 percent in 2013, according to three new surveys.

Companies spend lots of money on their total rewards programs -- the combination of pay, benefits and development opportunities that keep employees sticking around. Yet a recent survey from Aon Hewitt finds that, despite those investments, few companies seem to be getting much out of their programs so far.

While shareholders can often justify severance and pension payments, what really makes headlines is compensation in the form of separation agreements and payouts determined at the end of a CEO's tenure. And, as recent examples indicate, there's no end in sight for those roiling headlines.

A large majority of senior leaders recently surveyed believe their employees are recognized for their efforts on a monthly basis, but less than a quarter of workers surveyed say their peers are recognized that often. How can HR bridge this recognition divide?

Recent research finds most compensation professionals are simply relying on benchmarking and ongoing reporting to inform their pay decisions, but, by staying away from more sophisticated analytic techniques, organizations may risk leaving a lot on the table for both sides.

Gallup, the Omaha, Neb.-based polling firm, announced the 27 winners of its 2012 Great Workplace Awards earlier this year. The awards are given to organizations that it feels are doing the best job of, among other things, connecting employee-engagement initiatives to business results.

A recent study finds a majority of executives would choose fixed pay over a potentially larger bonus. Experts say that the onus is on HR leaders to develop compensation and incentive plans that show executives the link between their contributions and their pay.

Total-rewards programs are designed to attract and motivate employees. But it appears many companies -- thanks to poor execution and lack of communication -- aren't seeing much of a return from their investments.

Just in time for spring, optimism about pay among American workers seems to be growing, according to a new survey. So how can HR make the most hay with this bit of sunshine?

External hires get paid more -- and perform worse -- than internal staff. Outside hires also have higher exit rates, according to a recent report. It's well known, the researcher says, that the only way to get a significant pay raise is to nail down an outside offer. What's the lesson for HR?

Cash and non-cash rewards can help retain and engage employees, but creating a culture that values their input and empowers their work may be even more effective. It's also important to address the issue of incentivization on an individual, rather than group, basis, according to recent research.

This note is in response to Trading Pay for Benefits.

A new law that requires overseas financial institutions to report on accounts held by U.S. citizens may have an unintended impact on expatriate employees.

This article accompanies Asian Appreciation.