| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "PAY PLAY": |
|
|
Pay for Play?, 2007.
This paper discusses the debate about whether football and basketball college players should receive financial compensation for playing in games.
2,791 words (approx. 11.2 pages), 6 sources, MLA, $ 83.95
»
Click here to show/hide summary
Abstract
This paper discusses how some believe that college student-athletes should receive compensation or 'pay-for-play' while others vehemently believe that these college athletes should not receive any compensation whatsoever for the time expended practicing, training, and playing college sports. The paper is of the opinion that college athletes should receive pay or at the very least some type of compensation. The paper presents substantial evidence to support this position.
Outline:
Chapter One
Chapter Two
Chapter Three
Chapter Four
From the Paper
"Much controversy and disagreement surrounds pay for play for football and basketball players in the NCAA Division I of college sports. And while it does at first thought appear to be something that would not be in the opinion of most intelligent individuals to be what would be called 'best practice' upon conduction of research one finds that there are very good reasons for college players to receive pay for play. One reason is based on the fact that, these players, unlike other scholarship players do not have time for part-time jobs due to the stringent demands placed upon them in relation to training and practice and not to even mention academic requirements."
| |
|
Pay Equity vs. Pay Equality, 2002.
Examining the phenomenon of the gaps in wages between men and women in the United States.
1,158 words (approx. 4.6 pages), 7 sources, MLA, $ 39.95
»
Click here to show/hide summary
Abstract
This paper discusses the sensitive issue of pay inequality between men and woman. The writer shows that despite laws passed as far back as 1963, a relatively large gap still exists, and the highest percentage is during peak earning ages (25-54 years old). The paper examines the factors that have contributed to this earning gap and also discusses programs which have been institutionalized in an attempt to decrease the inequality in earning between genders.
From the Paper
"In 1963, President Kennedy signed the Equal Pay Act into law, making it unlawful to discriminate against a worker on the basis of sex. Since that time, the wage gap between men and women in the United States has narrowed by just 15 cents, now being 74 cents, as reported by the U.S. Census Bureau."
| |
|
Executive Pay, 2005.
This paper explores if the extreme disproportion between executive pay and worker pay can be defended.
1,215 words (approx. 4.9 pages), 2 sources, APA, $ 41.95
»
Click here to show/hide summary
Abstract
This paper explains that, according to the classical economic theory of employee pay including the Chief Executive Officer (CEO), an employer should pay its employees such that the marginal cost equals marginal productivity; however, contrary to this theory of fair pay, CEO salaries have been growing much faster than the average worker's pay and thus the productivity of many companies may not be matching that of the increases of pay of the CEO. The author states that the argument for large salaries for CEOs is that CEOs' actions influence a large number of people; thus their pay is in line with the stress, responsibilities, their wealth of real life and academic education, their experience and the implications of their actions. The paper concludes that, when a CEO salary plan slants heavily to stock options and bonuses, which are based on company performance, executives will be encouraged to work hard; however, simply conferring inflated salaries and bonuses do little to benefit the long-term future of the company and make little economic sense.
From the Paper
"However, despite the distaste for unethical actions on the part of CEOs, the illegal behavior upon the part of prominent CEOs at Martha Stewart Omni media and Tyco should not be confused with the issue of legitimate, if over-inflated executive pay or even the overgenerous bestowing of perks upon CEOs of other corporate entities. Most companies have rules regarding the reporting of perks. For example, when Robert J. Genader was promoted to chief executive of AFG, (Ambac Financial Group) last year, "he received a $100,000 raise in his salary, to $525,000. But he did not use the extra money to cover the $40,000 initiation fee at a club he joined (but has not identified). Ambac shareholders paid for that, as well as $11,637 in membership fees, according to the company proxy." "
| |
|
Contribution Pay, 2005.
This paper explains that contribution pay is a better employee motivator than performance-related only pay schemes.
1,445 words (approx. 5.8 pages), 3 sources, MLA, $ 47.95
»
Click here to show/hide summary
Abstract
This paper explains that contribution pay, which is a relatively new concept, combines elements of both performance and competency based pay schemes by recognizing employee achievements and competencies: (1) Employees are paid based on not only their individual job performance but also on their knowledge, skills and attitude, (2) pay is based on an employee's contribution and not just the set goals at hand and (3) employees can be judged on their merits rather than judged solely by a manager's personal discretion. The author points out that, aside from contribution pay, non-monetary incentive schemes also are effective ways of motivating employees because they might not tend to spend money on those rewards, such as travel and parking places, out of their own pockets. The paper relates that contribution pay, non-monetary rewards and a higher general pay are based on natural motivators such as recognition, peer pressure and obligation to work hard; however, ultimately, motivating employees comes down to good management and fair treatment because employees often reflect their environments.
From the Paper
"Being hired at a higher salary motivates employee performance in the sense that an employee knows that they will lose a secure position if they are not productive contributors. There is no added pressure of having to meet certain output or sales goals to achieve more money. The financial rewards are already there. All one has to do is meet managerial expectations to maintain their already high status. When an employee exceeds expectation, they are usually rewarded with an annual raise. Furthermore, an employee whose only concern is their salaries based on "units sold" or "numbers met," cannot focus on bigger issues. Those paid the higher salaries can focus on developmental issues, customer service and look at the overall goals of their company as a whole."
| |
|
Paying College Athletes, 2007.
This paper deals with the issues of paying college athletes.
1,007 words (approx. 4.0 pages), 4 sources, MLA, $ 35.95
»
Click here to show/hide summary
Abstract
In this essay, the writer notes that as the January college football bowl season begins, talk will inevitably resurface about the millions of dollars in appearance fees that universities are paid to play in these games, and how none of that money makes its way to the players. The writer points out that the issue of paying Division I college athletes has been discussed for years, and seems to come to the forefront of national sports and higher education dialogue when big-money games like football bowls are played, or when players are sanctioned for illegally taking money from boosters. The writer maintains that as long as college sports continue to bring in big money, the notion of paying college athletes will persist. The writer concludes that the goal of college athletics should not be to provide modest compensation to athletes for four years - it should be to allow young people to pursue their degrees while playing sports.
Outline:
Athletics are not Cash Cows
Making Scholarships More Meaningful
Conclusion
From the Paper
"One of the problems with the argument for paying student athletes is that a key tenet of the argument -- that universities make millions off of their athletics programs -- is not universally true. In fact, many schools have growing deficits. Big-time sports schools such as the University of Michigan or Ohio State may make millions from their football teams and basketball teams, but for every Michigan there is a Middle Tennessee State or a Florida International, whose football team posted a record of 0-12 this year. There are many football and basketball teams that do not sell out their arenas or receive lucrative television or radio contracts, and paying their athletes would be a significant burden. Even a small stipend for all athletes would add to these growing financial deficits."
| |
|
The Equal Pay Act of 1963 and the Civil Rights Act of 1964, 2006.
A discussion on whether the Equal Pay Act of 1963 and the Civil Rights Act of 1964 have managed to meet their intended objective of eliminating discrimination in relation to equal pay.
1,125 words (approx. 4.5 pages), 4 sources, $ 44.95
»
Click here to show/hide summary
Abstract
Legislation relating to discrimination in the workplace that affects modern workers can be related to the Equal Pay Act of 1963 and the Civil Rights Act of 1964. The Equal Pay Act focused on gender and wages, attempting to create a national law that prohibited employers from paying women less than men for the same type of work. This paper maintains that, unfortunately, discrimination in relation to equal pay still exists in the United States, demonstrating that these laws had little effect on the realities within the workplace.
| |
|
Merit Pay: Examining the Effect on Teacher Performance, 2004.
The effect of merit pay on teacher performance in the public school system: The benefits and drawbacks to paying teachers for performance.
1,397 words (approx. 5.6 pages), 34 sources, MLA, $ 46.95
»
Click here to show/hide summary
Abstract
Merit pay for teachers is an issue that has been debated since the beginning of the 20th century. This paper explains how the experts are still on both sides of the fence with regard to the effectiveness of performance-based pay in the educational system. The writer points out that much of the debate still continues because the data is lacking and what is available is inconclusive. Though the debate still continues, it is possible to tie teacher compensation to classroom performance. Not only can merit pay be implemented in the educational system, but also it should be; teachers need to be accountable for their performance. It concludes that merit pay holds teachers accountable and increases student achievement.
From the Paper
"Education is a cornerstone in a free and democratic society. In the United States of today, improving student achievement is a major concern. One way many educators and administrators believe will improve student achievement is through improving teachers? performance. In 1908 in Newton, Massachusetts the idea of merit pay was introduced as a way to improve teacher performance and thereby increase student achievement (Collins, introduction). That idea has been maintained into the 21st century and continues to be a topic of much debate."
| |
|
Pay for Performance, 2006.
A discussion on pay for performance systems.
2,130 words (approx. 8.5 pages), 5 sources, MLA, $ 66.95
»
Click here to show/hide summary
Abstract
This paper gives an overview and defines pay for performance systems. It discusses the advantages and disadvantages of such a system. The paper offers an overview of the effectiveness of pay for performance in the Denver pilot program. The relevant considerations for implementing the system is detailed, as well as a brief overview of employee communications. Lastly, the anticipated impact of the pay for performance impact on the district is discussed.
Overview of Pay for Performance
Potential Advantages to Pay for Performance
Potential Disadvantages of Pay for Performance
Effectiveness of Pay for Performance in Denver School District
Relevant Considerations in Implementation
Brief Plan for Employee Communication
Impact of Pay for Performance on the Organization
References
From the Paper
"By 1904, the Board of Education changed their pay policy for teachers. They indicated that teachers were charged with assisting children to learn. They also encouraged each teacher to use their best methods of teaching, unique to the needs and conditions of their students. The Board felt that teachers should definitely continue to test their students, but that that it was unreasonable to assume that a child would be able to keep at the call of his memory (Gratz, 2005). As such the single salary system came into favor, and would be as such for many more decades."
| |
|
Pay for Performance.
This paper is a research proposal to study the feasibility of implementing pay-for-performance in K-12 public school systems.
3,430 words (approx. 13.7 pages), 14 sources, MLA, $ 97.95
»
Click here to show/hide summary
Abstract
This paper explains that pay-for-performance, also known as "merit pay", refers to a compensation system, which provides additional employee rewards above and beyond base pay for superior job performance. The author points out that the pay-for-performance is an application of expectancy theory wherein employee motivation is considered to be extrinsic and follows B. F. Skinner's operant conditioning model; nonetheless, there is criticism of this program, which includes the difficulty of measuring the output upon which to base the merit pay. The paper relates that the methodology of the study will be a critical review of the peer-reviewed and scholarly literature and a three-part survey to collect responses from 100 K-12 public school educators to evaluate the feasibility of this system.
Table of Contents
Introduction
Problem Statement
Purpose of Study
Importance of Study
Scope of Study
Rationale of the Study
Definition of Terms
Overview of the Study
Review of Related Literature
Background and Overview
Historical Trends in Pay and Incentive Plans for K-12 Public School Teachers
Constraints to Pay-for-Performance in K-12 Public Schools
Methodology
Approach
Data-Gathering Method
Database of the Study
Validity of the Data
Originality and Limitations of Data
Summary
From the Paper
"In both the public and private sectors, pay-for-performance arrangements have emerged in recent years as a strategy for responding to increasing demands for improved productivity and management accountability. In the private sector, Hildreth et al. note that 92 percent of the manufacturing companies in the United States have such plans for their managers; and in a Canadian survey, 91 percent of the respondents answered affirmatively when asked: "Do you link pay or increases to performance?" These findings indicate that the North American private sector widely regards "Pay for Performance", as a viable strategy for improving worker performance today. In the public sector, the attractiveness of "Pay for Performance", involves similar concerns about accountability and productivity, but the political symbolism of public sector incentive plans makes such approaches particularly attractive to policymakers at every level."
| |
|
The HBO Pay Channel, 2006.
A case study showing the development of a new business model for television using the HBO pay channel as an example.
900 words (approx. 3.6 pages), 1 source, $ 35.95
»
Click here to show/hide summary
Abstract
This paper is a case study of HBO, showing the development of a new business model for television. The model for HBO is different. The viewer pays for cable television directly, removing the influence of advertisers. Pay channels like HBO have a double link to viewers, for the viewers pay first for cable then pay for access to HBO. Pay channels of this sort often feature movies as their primary product source, as does HBO; and because cable is not broadcast the rules imposed by the FCC do not apply.
From the Paper
"The HBO case shows the development of a new business model for television. The business model for television first developed for network radio. At that time, the programs on network radio were sponsored and were often owned by the sponsors, with some programming owned and produced by the network itself. This model was shifted to the new medium of television and then changed over time as the importance of individual sponsors diminished and the business was altered so that the networks owned the programs and advertisers paid for time to present their messages. That is the basic model that continues to this day, with the networks making an agreement to deliver certain numbers of viewers and with advertisers paying for the time to show their messages. The viewer is thus the real product for the networks, though this idea has also evolved into the belief that some viewers are more valuable than others so that a certain..."
| |
|
Performance-Based Pay, 2007.
An examination of the effectiveness of implementing performance-based pay.
1,654 words (approx. 6.6 pages), 10 sources, APA, $ 53.95
»
Click here to show/hide summary
Abstract
This paper examines the use of performance-based pay in companies in Australia, citing the Lincoln Electric Company as an example of a company that effectively uses performance-based pay. The writer then points out that performance-based pay can also strain relationships and that evaluation based on performance in some industries can sometimes be a subjective measurement that causes bias and favouritism. The writer believes that performance-based pay cannot be the sole source of motivation. Rather, it should be reinforced with a strong team-based culture in the company, social recognition and feedback. The writer also discusses how performance-based pay used to reward teams is becoming more popular in companies. The writer concludes that performance-based pay can be used efficiently under the right conditions and with the correct implementation.
From the Paper
"Do employers really get what they pay for? Some scholars argue that performance-based pay is very effective and some companies implementing it show significant results. But then there are other scholars that claim it is not effective at all, sometimes even considered detrimental. At first glance any average person would believe that performance-based pay motivates an individual to perform better. Performance-based pay is the wage or bonus earned by an individual or team based on their productivity and contribution. There are many types of performance-based rewards such as commissions, bonuses, share options, profit sharing and the list goes on. Performance-based pay seems to be an attractive way to improve employee performance but has come under fire by a lot of criticism on its effectiveness."
| |
|
Pay Equity, 2005.
This paper discusses the problems and history of pay equity.
4,080 words (approx. 16.3 pages), 21 sources, APA, $ 109.95
»
Click here to show/hide summary
Abstract
This paper explains that pay equity is a gender independent pay process, which reduces wage inequity between men and women workers: Same wages for the same jobs. The author points out that pay equity is not a new issue; the National Federation of Business and Professional Women's (BPWs) Clubs, was established in July 1919 to eradicate sex discrimination in workplace, to confirm the principle of equal pay and to legislate a complete equal rights amendment. The paper relates that the wage disparity became apparent in the U.S. because of women and minorities entering the paid workforce; however, its prevalence was not perceived until the large entry of women seeking jobs during World War II.
Table of Contents
Thesis Statement
Introduction
Pay Equity Issues between Men and Women
Pay Equity Organizations and Websites
Efforts of Women's Organizations on Wage Discrimination
World War II and Influx of Women in Workforce
Conclusion
From the Paper
"Irrespective of the promulgation of Equal Pay Act ever since last four decades the wage disparities between men and women obstinately prevails. Women are still failing to earn equal pay for equal work only equal pay for comparable work. Such discrimination not only influences the spending capacity of women but also it costs their retirement security by entailing wide gulf between the social security and pensions. As per the study of 2004 conducted by the Institute for Women's Policy Research, on the basis of the US Census Bureau and Bureau of Labor statistics, it has been brought out that woman employed full time only gets 76 cents in comparison to one dollar for a man in the same time. The real median income of women is observed to have reduced by more than half a million dollar i.e. $523,000 over the last four decades."
| |
|
Paying for Performance, 2004.
An overview of the advantages of a proper pay system for employees.
994 words (approx. 4.0 pages), 4 sources, MLA, $ 35.95
»
Click here to show/hide summary
Abstract
This paper examines how paying for performance is the new pay system that has taken the corporate world by storm. It has helped many human resource managers understand the significance of each and every employee and the contribution he/she makes to the overall success of the company. It looks at how pay-for-performance is an ever-flourishing concept that has its roots deep down in the human soul and in those who value human effort.
From the Paper
"Keeping the spirits high and raising morale of the company?s employees is another challenge faced by the supervisors. Therefore, the concept of paying for performance and frequently utilizing the performance appraisal methods to gauge the ability and worth of an employee is expected to sour high. Moreover, with the augmentation in social awareness and human rights among the employees regarding their social and work status as well as their growing needs to fight back inflation, employers are left with little option than to make efforts to adequately apply the measurement and pay for performance concepts."
| |
|
Pay Equity in Canada, 2002.
A look at the impact of inequality of pay in Canada and the need for equality.
2,900 words (approx. 11.6 pages), 16 sources, $ 106.95
»
Click here to show/hide summary
Abstract
This paper argues that several environmental factors in Canada both underscore the need for pay equity and tend to interfere with its achievement. Inequality of pay, has direct relationship to social and legal realities in Canada that work against the cause of ensuring pay equity. Women's roles and places in society have changed dramatically, but in terms of real politick, their frequent condition of disadvantage continues, pointing to women's general precariousness, situations of prevailing pay inequity and what can seem inescapable traps of female poverty.
| |
|
Pay for Performance Schemes, 2007.
This paper researches the extent that pay-for-performance schemes affect the motivation of workers.
8,872 words (approx. 35.5 pages), 28 sources, MLA, $ 185.95
»
Click here to show/hide summary
Abstract
The paper explores pay-for-performance plans, emphasizing manual workers in UK distribution/warehouse environments. The paper discusses pay-for-performance plans that involve teammates who help decide raises and how well their other teammates are performing. The paper examines motivators in the workplace, the content and process models of human motivation and the nature and causes of motivational problems. The paper explores quality of work life (QWL) with a focus on ethical issues, laws, and discrimination. The paper examines employee morale and concludes that it is important that the QWL of the employees be kept high, as well as their morale and their motivation, in order for pay-for-performance schemes to succeed.
Outline:
Pay for Performance Schemes
Motivation
Quality of Work Life
Employee Morale
From the Paper
"Organizations that have low-skilled workers in the warehouse sector, however, seem to work pretty well on a team basis, and using pay for performance incentives might be more likely to cause problems and difficulties between teammates, especially if the pay raise of one teammate is lowered or jeopardized because of something that another teammate said or did. This could easily lead to hurt feelings, bad attitudes, a lack of teamwork, and a host of other problems for the company (McConaughy, 1997). These problems might be very difficult to fix, and could have ramifications that could flow throughout the entire company, affecting much more than just the initial two people involved."
|
|
|
