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dc.contributor.authorGerhart, Barry A.
dc.contributor.authorMinkoff, Harvey B.
dc.contributor.authorOlsen, Ray N.
dc.date.accessioned2020-11-25T14:51:10Z
dc.date.available2020-11-25T14:51:10Z
dc.date.issued1995-05-01
dc.identifier.other131090
dc.identifier.urihttps://hdl.handle.net/1813/77052
dc.description.abstract[Excerpt] As organizations continue to face mounting competitive pressures, they seek to do more with less and do it with better quality. As goals for sales volume, profits, innovation, and quality are raised, employment growth is often tightly controlled and in many cases, substantial cuts in employment have been made. To accomplish more with fewer employees calls for effective management of human resources. Typically, the employee compensation system, the focus of this chapter, plays a major role in efforts to manage human resources better.
dc.language.isoen_US
dc.subjectemployee
dc.subjectcompensation
dc.subjectorganization
dc.subjectprofit
dc.subjecthuman
dc.subjectresource
dc.subjectmanage
dc.subjectpay
dc.subjectmarket
dc.titleEmployee Compensation: Theory, Practice, and Evidence
dc.typepreprint
dc.description.legacydownloadsEmployee_CompensationWP95_04.pdf: 147317 downloads, before Oct. 1, 2020.
local.authorAffiliationGerhart, Barry A.: Cornell University
local.authorAffiliationMinkoff, Harvey B.: TRW Corporation
local.authorAffiliationOlsen, Ray N.: TRW Corporation


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