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Female Faculty Compensation, 2007.
An in-depth examination of the issue of gender compensation disparity at America's colleges and universities.
19,591 words (approx. 78.4 pages), 42 sources, MLA, $ 249.95
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Abstract
The paper studies the perceptions and realities of female faculty compensation at American colleges and universities. The paper determines that faculty women earn lower salaries than faculty men and they tend to occupy, in noticeably larger proportions, the lower rungs of the academic hierarchy. The paper discusses how disparities in women's pay and promotions are reflections of the wider society's prejudices and preconceptions. The paper recommends that college and university faculty and administrators work together to change views and institute real programs to change these long-established prejudices. The paper includes appendices.
Outline:
Chapter 1: Introduction
Background: Equality and the Workplace
Statement of the Problem
Research Questions
Significance of the Study
Research Design and Methodology
Organization of the Study
Chapter 2 : Literature Review
Equality in the Workplace as a Reflection of Equality in Society
Chapter 3: Gender Pay Inequity Among College and University Faculty
Why is Gender Pay Inequity Important?
The Value of One's Work and the Gender Inequality Experience
Chapter 4: Gender Pay Inequity Among College and University Faculty: Belief Vs Reality
The Beliefs
The Realities
Chapter 5: Conclusion
Introduction
Summary
Recommendations
From the Paper
"American society has changed dramatically in recent decades, and with it, the American workplace. Age-old assumptions and practices have been given up in favor of new outlooks and techniques. The last third of the Twentieth Century was a time of leveling, a period in which long oppressed groups fought for and, in many cases, gained their rights. Americans on all rungs of the socio-economic ladder looked at, and re-evaluated, the fundamental premises and promises of their nation and society. The United States was a country conceived in liberty, justice, and equality for all, principals that had not always been lived up to; opportunities that had not always been made available to all. After a long and hard struggle, ethnic and religious minorities obtained equality under the law. They fought for and won equal recognition in the voting booth, in the restaurants, clubs, schools, and the workplace. Conscientious citizens looked beyond the obvious minorities and discovered a full half of the American population that was suffering from discrimination. From the beginning, America's women had been denied their right to a full and equal participation in the American dream."
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Compensation, 2007.
A discussion on worker's compensation and its uses in employee motivation.
1,331 words (approx. 5.3 pages), 10 sources, APA, $ 44.95
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Abstract
The paper discusses how companies use compensation as a means of employee motivation. The paper examines various methods of worker's compensation, including 'equity-based' compensation plans, wherein ownership of the company is offered to the top workers of the company. The paper further examines incentive plans such as 'profit-sharing', wherein the company will undertake to donate a small percentage of its pre-tax profits to a savings pool, which would later on be divided among deserving employees. The paper concludes that a good compensation plan leads to better employee motivation, and increased efficiency, output and productivity.
Outline:
Definitions of Compensation
Goals of compensation
Different types of compensation plans generally used by a company
Methods generally used to determine compensation
Why do compensation packages differ?
Conclusion
References
From the Paper
"As far as human resources are concerned, compensation refers to the pay structures within any particular organization. Some of the primary issues regarding compensation are: how much is a company to pay a worker, in order to attract him, and then keep him, and then keep him completely motivated so that he does not move over to another company. Must the company offer to pay the employee a salary, or rewards? Must the company pay benefits to its workers, and if so, what must be the amount, and how exactly must it be paid? Can there be a distinct difference regarding the pay scale for high performers, as compared to that of lower performers? Would it be a better idea if the company were to provide stock options and stock bonuses for the employees of the company?"
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Whole-Faculty Study Groups, 2004.
An analysis of the effect of whole-faculty study groups on teachers.
4,415 words (approx. 17.7 pages), 27 sources, MLA, $ 115.95
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Abstract
This paper explores the role of whole-faculty learning or study groups in facilitating improved methods of teaching and learning by school administrators and teachers. It draws upon several related research studies conducted in recent years and looks at how a common goal of the studies was to build the capacity of school staff to improve educational standards and methods effectively for continuous improvement and decision making to ultimately improve student learning. This paper sheds light on whether or not whole-faculty learning groups have a positive impact on school faculties and how these faculties could learn from existing data and contribute to improving the organizational culture and structure necessary to improve the school system. Examples from recent research studies are used to illustrate why whole-faculty learning groups provide an ideal organizational structure to address both the challenges schools face and the needs of teachers as school staffs seek to learn from one another and use shared information effectively to improve student learning.
Outline
Abstract
Introduction
Statement of the Problem
Literature Review
About WFSGs
How the WFSG Model Works
Success of the WFSG Strategy
How Teachers Use WFSGs
Functions of WFSGs
A Faculty Decision Making Model
Guiding Principles of WFSGs
Purpose of the Study
Research Questions and Hypothesis
Bibliography
From the Paper
"The need for a rapid, sustainable change is prevalent in our American culture whether it is for weight-loss to plastic surgery. The public school system is not an exception in this trend. Public schools are increasingly interested in change methods that Hord (1997) refers to as the microwave theory for school improvement. Just like it takes time and consistent, steady hard work to achieve comprehensive and sustainable change in weight loss, the same is true for educators as they work to learn new practices to assist students in their achievement. Research shows that professional educators working cooperatively toward better education makes the greatest difference in improving education for all students."
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Broadband Compensation, 2002.
A discussion of broadband compensation as an effective solution to employee compensation.
2,150 words (approx. 8.6 pages), 4 sources, $ 80.95
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Abstract
This paper explains the trends used for managing compensation, using broadband for salary administration, how broadband improves pay for performance, how broadband should drive organizational change, how broadbands are used for small portion of employees, how broadbands increases payroll costs and decrease control, the benefits of broadbands and why do employee like broadbands.
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Monetary Compensation, 2005.
This paper discusses the use of monetary compensation as a motivation tool in the workplace and alternatives to monetary compensation to improve performance without increasing costs.
4,610 words (approx. 18.4 pages), 7 sources, APA, $ 119.95
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Abstract
This paper explains that motivation, defined as a force that affects behavior, influences behavior (1) by energizing, changing or initiating behavioral patterns, (2) by determining the behavior a person chooses and (3) by sustaining behavior or determining the individual levels of effort with respect to behavioral patterns. The author point out that pay appears to be a motivator in short-term situations but is ineffective as a long-term solution to reducing costs and increasing productivity. The paper concludes that, by implementing appropriate pay structures, incentive plans and motivation programs; management professionals may be able to shift the focus of employees from the extrinsic reward of pay to the intrinsic rewards of job satisfaction and recognition.
Table of Contents
Introduction
Motivation
Theories Related to Pay and Motivation
Research Conclusions
Incentive Plans
Non-Monetary Motivational Programs
Management Implications
Conclusions
From the Paper
"A similar needs-based theory was outlined by Clayton Alderfer (1969). Alderfer condensed Maslow's five levels into three levels and designated them as his ERG theory. The first, existence needs, encompasses physiological needs as well as safety and security needs. Belongingess and external esteem needs make up the second level of relatedness needs. The third and final level, growth needs, consists of self esteem and self-actualization. This model is very similar to Maslow's as it is hierarchical in nature. That is, lower-level needs must be met before higher-order needs can be fulfilled."
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Business Compensation Strategies, 2008.
A discussion on compensation strategies within business organizations.
1,952 words (approx. 7.8 pages), 10 sources, APA, $ 62.95
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Abstract
This paper examines compensation strategies and packages in the contemporary human resources strategy within business organizations. The aspect of compensation as it relates to performance and performance metric is also discussed. This discussion is followed up with some observations regarding executive compensation strategies and the conclusion is made that compensation strategies are a vital component of an organization's overall corporate strategy.
Outline:
Abstract
Overview
Industry Applications
Pay & Performance
Executive Compensation Issues
Conclusion
From the Paper
"Human resources (HR) management has become one of the last remaining functional areas of an organization where differentiation can be achieved in the marketplace and where competitors might still be appreciably out performed. The reasons for this revolve around the ubiquitous and relative inexpensive character of technology and technological applications that have levelled the competitive field across all industries. Essentially, no matter where a company is located it can access and deploy the very same technological solutions as any other competitor; thus, organizations have determined, and correctly so, that human resources are a vital source of competitive edge if managed properly. "
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Workers Compensation Rehabilitation, 2002.
Cites the history of workers compensation in the United States and why it was created.
2,633 words (approx. 10.5 pages), 10 sources, APA, $ 79.95
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Abstract
Explains the United States system of workers compensation, the process of workers compensation that existed prior to the current system, the criteria that must be met by an employee before he can make a claim for workers compensation, and the benefits now offered by the system. Also discussed are some of the problems of the current workers compensation system.
From the Paper
"For example, typical legal language states that in order for an injury to be covered, the harm suffered by the employee must have been caused by an "accidental personal injury arising out of and in the course of employment." Those few words, in this example from the Maryland Worker?s Compensation law, are the subject of many court decisions and interpretations. Not all injuries are covered by a Workers' Compensation Law even if the injury happened "on the job." Just because a person is hurt "while working," "on the job" or "at work" may not be enough for the insurance to apply."
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Executive Compensation, 2004.
A discussion of the role of compensation in organizational behavior.
800 words (approx. 3.2 pages), 4 sources, APA, $ 28.95
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Abstract
This paper looks at the role compensation plays at the executive level and that this role, based on the assumption that compensation packages affect attitude and behavior, is seen as a company's key tool for motivating management to achieve the company's organizational objectives. The paper also points out that, in order for compensation packages to be effective, it is vital that an organization develop a clear compensation philosophy with clearly defined objectives.
From the Paper
"Though compensation may undeniably be an important factor, several research studies have shown that the role of compensation may vary within the context of markets, organizational or individual behavior. For instance, the role of compensation in attracting and retaining employees and management talent was seen to increase in importance in the tight labor market of 1996-97 when wages and salaries grew at a pace not seen in many years. In addition, the increasingly competitive business environment of the last few decades has necessitated that organizations control labor costs, while focusing simultaneously on increasing productivity, quality, and enhanced customer service. Other trends such as flatter organization structure, more fluid organizational design have also required new strategies for employee compensation, particularly as employee compensation is deemed to be critical to financial success (Schuster). "
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Excessive CEO Compensation, 2008.
This paper provides an ethical analysis of excessive CEO compensation.
1,728 words (approx. 6.9 pages), 4 sources, MLA, $ 55.95
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Abstract
In this article, the writer looks at the ethical elements of the discussion regarding bonuses and compensation for the CEO of an organization. The writer maintains that it is ethical for CEO's to receive large compensation packages, but only if it is inclusive of benefits for all stakeholders, not at the expense of them. The writer notes that the best way to do this is through long-term compensation packages that focus on long-term commitment and vision. The writer discusses that these packages must also focus on long-term profitability and growth for the organization, job security for employees, and return on investment for shareholders and other investors. The writer concludes that ultimately, CEO compensation should realistically follow measurable performance that benefits all stakeholders, not just a few.
From the Paper
"The argument designating increasing CEO pay and decreasing shareholder value as unethical is an easy one to make. There is, however, a case to be made on the other side of the issue. Some argue that increasing CEO compensation is a simple matter of supply and demand and is driven by market forces. Others argue that the transition costs of replacing a CEO could be considerably more than the bonuses they receive. Yet another argument is that market fluctuations are inevitable and increasing bonuses are needed to retain top talent and that the investment will pay off over time. Eamonn Walsh goes as far to say that some CEO's are actually underpaid when comparing CEO compensation to stock value. It should be noted that this article focuses on the European market were CEO compensation is generally lower than in the United States. Research has shown that organizations in which their CEO's are compensated in the top 10% have an 80% percent chance of their stock outperforming their peers. Of this group the gains in market capitalization far exceeded the CEO compensation package about 80 percent of the time. On the other hand, organizations offering the lowest compensation had only a 50-50 chance of outperforming their peers."
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Compensation Bonus Plan, 2008.
A research proposal for a compensation bonus plan.
2,919 words (approx. 11.7 pages), 12 sources, APA, $ 86.95
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Abstract
This paper addresses the question of whether an organization can identify the compensation strategy that is most effective for it and how it can establish a methodology to ascertain what that compensation strategy might be. The paper includes a completed review of the relevant literature as well as a research design methodology. Finally, the importance of compensation strategies to contemporary organizations is noted and personal reflections of the author's relationship with God are revealed as central to the development of this project.
Outline:
Abstract
Problem Statement
Research Objectives
Literature Review
Importance of Study
Research Design
Budget
Measurement
Reflections
From the Paper
"Compensation strategies typically fall within the functional control of human resources (HR) within most organizations. HR management has become one of the last remaining functional areas of an organization where differentiation can be achieved in the marketplace and where competitors might still be appreciably out performed. The reasons for this revolve around the ubiquitous and relative inexpensive character of technology and technological applications that have levelled the competitive field across all industries. Essentially, no matter where a company is located it can access and deploy the very same technological solutions as any other competitor; thus, organizations have determined, and correctly so, that human resources are a vital source of competitive edge if managed properly. "
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CEO Compensation, 2004.
A paper which argues that CEOs receive excessively high compensation benefits in the current job market.
812 words (approx. 3.2 pages), 2 sources, MLA, $ 28.95
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Abstract
This paper argues that CEO compensation does not seem to be justified by performance. It further claims that there are many moral issues, like principles of equality and democracy that are violated by exorbitant CEO compensation. It states that, ultimately, a change in CEO compensation structure may help solve some of these issues.
From the Paper
"Perhaps one solution to this issue would be to tie CEO compensation to the compensation of employees in a corporation. For example, a CEOs salary would be set at a given amount (let's say 50X) the amount of that of an average worker in the corporation. The CEO could never exceed this 50X amount in base salary. Further, the amount of stock and stock options that the CEO owns could be tied to the amount that is owned by employees. If employees own .1% of stock on average, per employee, then the CEO could not own more than 50X that amount, or 5% of company stock. While this system still allows for generous CEO compensation, it manages to tie CEO compensation to that seen by average employees, and would prevent clearly exorbitant salaries like those of 531 times of the average employee."
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Total Compensation Methods, 2007.
An examination of the impact of various compensation methods and benefit programs on employees and organizations.
1,713 words (approx. 6.9 pages), 5 sources, MLA, $ 55.95
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Abstract
This paper discusses and describes various compensation methods used in businesses. It analyzes the impact of these compensation methods and benefit programs on employees and organizations. The paper then provides details on salary and benefit administration strategies in relation to organizational culture and performance of an organization.
Table of Contents:
Abstract
Total Compensation Methods
Incentive Pay
Piecework Rates
Differential Piecework Rates
Standard Hour Plan
Merit Pay, Sales Commissions, and Gain Sharing
Benefits
Insurance Benefits Offered by Employers
Retirement Plans
Conclusion
From the Paper
"Will an individual retire from his or her current organization? Today longevity with just one company has changed tremendously from the past. Many individuals' jobs are outsourced, the individual is laid-off, or the company is closing all together. Many individuals are concerned if they will save enough money to retire. Employers are not required to offer retirement programs to employees but many do. Retirement plans may be noncontributory or contributory. Noncontributory define plans funded by the employer where contributory defines plans funded by the employee as well as the employer (Noe et al, 2003 p.16). Most companies today offer contributory plans as an incentive to attract talent to the organization and retain employees."
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Part-Time Faculty, 2007.
This paper discusses a research project by D. Jacoby reported in "The Journal of Higher Education", which studied the impact of part-time faculty on graduation rates.
2,425 words (approx. 9.7 pages), 2 sources, APA, $ 74.95
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Abstract
This paper explains that the primary objective of this study is to determine if there were any significant changes from Jacoby's findings from 2001 data to 2005 concerning educational budgets, the increased use of technology for teaching, the introduction of various distance learning programs and the impact of part-time faculty members on graduation rates in America's community colleges. The author points out that Jacoby's (2006) study of 2001 data employed a wide range of integrated postsecondary education data system (IPES)-provided institutional statistical data and incorporated some assumed student variables from which he developed his multiple regression findings of the impact of part-time faculty members on graduation rates. The paper reports that the study confirmed the negative correlation between the number of part-time faculty employed at a given American college and its graduation rate. The paper includes tables and quotations.
Table of Contents:
Methods
Conceptual Framework
Primary Data Analysis Technique
Relevant Information and Rationale in Support of Methodology
Results
Research Question
Statistical Analysis
Recapitulation of 2005 Integrated Postsecondary Education Data System Results
Themes or Concepts Supporting of Refute Previous Literature or Reveal the Complexity of the Issue
Conclusion
Objectives of Study
Findings
Descriptive Statistics for Key Variables
Excerpt from Available IPEDS 2006 Data
Problem Related Solutions Institutions Should Consider for Implementation Based on the Research Findings
From the Paper
"Besides this data, the NCES provides institutional summaries of graduation data for subsamples (athlete, gender, and ethnicity) of a school's entering full-time student cohort. The graduation rate developed by the NCES is calculated for full-time community college students that complete their degree within 150 percent of that the NCES defines as "normal time" (in this case, 3 years for community colleges, and 6 years for bachelor's institutions). The author also reports that the graduation rate as reflected in the IPEDS data only measures a school's performance concerning declared degree-seeking full-time students."
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Compensation Strategies, 2006.
This paper examines the role of free enterprise in organizational compensation strategies.
3,150 words (approx. 12.6 pages), 8 sources, $ 124.95
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Abstract
The paper discusses how free enterprise affects the overall business environment and specifically as it determines, or should determine, compensation strategies of organizations. Free enterprise is first examined as it relates to North America and to companies and corporations. This is followed by an in-depth analysis of organizational compensations strategies within the framework of free enterprise. The paper's conclusion is that executive level compensation strategies have been separated from free enterprise fundamentals and that this has led to corporate abuses of power.
From the Paper
"This paper examines the role that the general economic theory, as contained in the concept of free enterprise (FE), plays in contemporary organizational compensation strategies. The question posed here asks if the concept of free enterprise has been completely discarded in organizational compensation strategies as managed through human resource departments and corporate strategy making bodies. The hypothesis is that while most employees are compensated based on what the FE market will support, most executive level compensation strategies are no longer dependent on the FE to determine appropriate levels."
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Compensation and Benefits in the IT Industry, 2006.
A research paper that attempts to identify the optimum compensation and benefit packages for workers in IT departments.
4,528 words (approx. 18.1 pages), 32 sources, MLA, $ 118.95
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Abstract
This paper critically analysis some of the issues and concerns of the compensation and the benefit models used in the IT industry. Many similarities as well as differences are observed based on the job scope, the nature of the core business and the location of the business. The effort of this study is to ensure that the best possible model is introduced.
Table of Contents
Introduction
Discussion
The Pay Model
Strategic Perspectives
Internal Alignment
Job Analysis and Evaluation
Person-Based Structures
Competitiveness and Pay
Pay for Performance and Performance Appraisals
Benefits Determination and Benefit Options
Extending the Compensation System - Special Groups
Managing the System - Government & Legal Issues
Conclusion
From the Paper
"IT encompasses design, installation and maintenance of computer hardware, software, and a forum for collection, processing, storage, presentation, archiving and retrieval of information. The concepts of processing information collected using all the capabilities of a computer (hardware, software, databases and storage technology) and the networks linking the components of computers together to share information as and when needed is referred to as Information Technology. It is clear therefore, that IT industry employs individuals within a wide range of job scopes. As a consequence, the motivating factors that are required differ considerably. Compensation and benefits are an important factor in the motivational theory models used in organization."
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