Compensation by Robert E. Sibson

By Robert E. Sibson

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Extra resources for Compensation

Example text

But the employees who worked there were the customers served. It is an attitude I urge on those who practice in human resources management. It is an attitude I particularly urge those who work in compensation to consider. Compensation professionals are part of management. As such, they have an accountability for the enterprise and for the employees. Working in a manner that properly meets accountability to the business and to those who do the work in the business is part of the compensation job.

This is the common-law approach applied to corporate policy making. Guideline management establishes few rules and requirements in human resources management. The requirements are set only when they are prescribed by law or when essential corporate matters are involved. Delegative practices are the third part of the delegative management style. Delegative practices refer to whatever is done to empower managers throughout the organization with the authority and the accountability for making more managerial decisions.

When somebody makes a proposal about some action, it can be screened against the policy statements. Policies must also be the basis by which managers throughout the organization make specific decisions and judgments about compensation matters. The various policy statements about compensation can also serve as one basis for reviewing the performance of managers and how well they are managing people. Finally, policies must be specific enough and comprehensive enough so they become an important communications tool.

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