Racial Differences in Fringe Benefits and Compensation

This paper examines differences in two important components of non-wage compensation, employer provided health insurance and pensions, across African Americans and the whites in the United States. Using data from the Current Population Survey (CPS) and the National Longitudinal Survey of Youth (NLSY), we study the recent trends in the recipiency of this non-wage compensation across race groups. Our results show that African American men on average are significantly less likely to receive employer provided health insurance and pension than whites in the last decade. We also find that the inclusion of racial differences in ability as measured by the Armed Forces Qualification Test (AFQT) score reduces the unexplained racial gap in fringe benefit offers, highlighting the importance of human capital variables in fringe benefit recipiency. Finally, we re-examine racial inequality in the labor market by examining within-group inequality in compensation over the last decade and also the role of ability in between-group inequality in compensation.economics of minorities and races, non-wage labor costs and benefits

Signaling in Secret: Pay-for-Performance and the Incentive and Sorting Effects of Pay Secrecy

Key Findings: Pay secrecy adversely impacts individual task performance because it weakens the perception that an increase in performance will be accompanied by increase in pay; Pay secrecy is associated with a decrease in employee performance and retention in pay-for-performance systems, which measure performance using relative (i.e., peer-ranked) criteria rather than an absolute scale (see Figure 2 on page 5); High performing employees tend to be most sensitive to negative pay-for- performance perceptions; There are many signals embedded within HR policies and practices, which can influence employees’ perception of workplace uncertainty/inequity and impact their performance and turnover intentions; and When pay transparency is impractical, organizations may benefit from introducing partial pay openness to mitigate these effects on employee performance and retention

The Influence of Human Resource Management on Organizational Commitment of Thai Private University Personnel

The purposes of this research were: (1) to study perceptions of employees towards human resource management of Thai Private Universities; (2) to study organizational commitment of Thai Private University personnel; (3) to study a relationship between human resource management and organizational commitment of Thai Private University Personnel; and (4) to analyze human resource management influencing organizational commitment of Thai Private University personnel. The samples used in this study were 350 employees who work in Thai Private Universities in Bangkok and suburban areas. The instrument used to collect data was a research questionnaire. Statistics used in this research consisted of Percentage, Mean, Standard Deviation, Pearson Correlation and Multiple Regression Analysis. The research results showed that: The perceptions of employees towards human resource management of Thai Private Universities, in total, were at a high level. In particular, training and development had the highest mean value, followed by employee retention, employee recruitment and selection, and benefits and compensation. The organizational commitment of Thai Private University Personnel, in total, was at a high level. In particular, affective commitment had the highest mean value, followed by normative commitment, and continuance commitment. The correlation coefficient between human resource management and organizational commitment of Thai Private University Personnel was at the statistical significance at the 0.01 level with correlation value between .127 to .598, which the highest correlation was a relationship between employee retention and organizational commitment. In addition, employee retention had the highest influence on organizational commitment of Thai Private University Personnel, followed by benefits and compensation, training and development and recruitment and selection respectively

Core Labour Rights: Promise and Peril

The rush to core labour standards invites the response that other workers\u27 concerns are not worthy of equal standing and advocacy

New York State Teacher Salary Report

Teachers are central to the success of any education system and the salaries paid to teachers are among the most important issues for both school districts and the unions that represent teachers. For school districts, teacher salaries are a major com- ponent of district budgets. Teacher salary levels are also a crucial factor in attracting and retaining quality educators. This report presents data on teacher salary levels based on teacher contracts throughout New York State. In addition to reporting overall statewide salary levels, it also documents the wide variation in teacher salary levels across New York State. This New York State Teacher Salary Report was prepared by the Bargaining for Better Schools (BBS) project, which is an initiative of the ILR School at Cornell University through the Scheinman Institute on Conflict Resolution and the Worker Institute. The data provided in this report comes from an analysis of the teacher contracts from every school district in the State of New York. The database of information came from two sources, both of which are publicly available on websites: DigitalCommons at ILR and SeeThroughNY, each of which contain the full text of teacher contracts, i.e. collective bargaining agreements and asso- ciated memoranda of understanding. The most recent contract from either website was selected for inclusion in this data

The Effects of the Affordable Care Act on Large Employers and the Impact on the Human Resources Function

[Excerpt] The purpose of this paper is to explore how Fortune 500 companies have been affected by the passing of the Affordable Care Act (ACA). More importantly, this paper will explore what strategies companies have adopted, and what the legislation means to the following stakeholders: company boards, executives, managers, employees, the Human Resource function, and the Benefits staff