play a critical role in the lives of employees and their families by assisting in health needs‚ future financial security‚ needed absences from work‚ and more. Benefits may include programs like paid time off‚ medical insurance‚ dental insurance‚ disability‚ life insurance‚ retirement benefits‚ family leave‚ education and training programs‚ bonuses‚ commissions‚ and stock options. Employee compensation was first introduced to America by Europe and imbedded in the colonies. “The Plymouth Colony settlers’
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1) Direct and indirect cost Direct cost- We can easy compare direct to fixed cost. They are very similar. Direct cost we can name this cost which are directly attributable to the sale of a product. Direct costs can be identified specifically with a particular sponsored project‚ or that can be directly assigned to such activity relatively easily with a high degree of accuracy.It is necessarily to good understand that cost shared expenditures are considered to be direct costs. We have 3 types of
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Strategic Compensation and Bases for Pay 1. Describe the three main goals of compensation departments. The first goal in the compensation department is to attract and retain the best possible work force considering the resources of the organization‚ internal consistency. Internal consistency supports work flow‚ fairness and directs behavior toward organization objectives. It also consists of job analysis and job evaluation. Job analysis “is a systematic process for gathering‚ documenting‚
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PROJECT REPORT ON “Analytical Study of Foreign Direct Investment in India” Project submitted to the Department of Commerce Shri Ram College of Commerce‚ University of Delhi‚ in fulfillment of the requirement of B.Com (H) - 3rd Years Submitted to : Submitted by : Declaration I hereby declare that the project report named “Analytical Study of Foreign Direct Investment in India” is based on my understanding of the subject and has not been copied from some published source
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Performance Management and Executive Compensation: Ethical Challenges and Agency Issues Introduction In the history of modern economies‚ from the late 1800s to today businesses have faced ethical challenges regarding compensation for executives and its relation to job performance. In response to major economic crises during the 20th century‚ the United States enacted broad-based legislation measures as attempts to prevent what were seen as ethical challenges and agency conflicts surrounding
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2009 Compensation & Benefits Survey Questionnaire Any systematic approach to sound salary and benefits administration requires complete‚ accurate and reliable survey data. It is your reporting that counts. Please complete this compensation and benefits questionnaire and return it by July 31‚ 2009‚ so that we may in turn provide you with the most reliable data possible. This survey is also offered online here: http://www.hrsource.org/olstart/olsite/index.cfm. Your userID/password are supplied
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cases the compensation objective was around “long-term goals and the interests of the company’s shareholders”‚ “emphasis on managing the sustainability of the business” and “Align executives’ and shareholders’ interests”. These objectives are supposed to be met by a compensation structure which has a “balance between short and long term goal achievement” (AT&T)‚ “without incenting inappropriate risk taking” (Comcast). The compensation committee plays an important role in deciding compensation in terms
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FOREIGN DIRECT INVESTMENT Foreign direct investment (FDI) is a direct investment into production or business in a country by an individual or company in another country‚ either by buying a company in the target country or by expanding operations of an existing business in that country. Foreign direct investment is in contrast to portfolio investment which is a passive investment in the securities of another country such as stocks and bonds. Types 1. Horizontal FDI arises when a firm duplicates
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ARTICLE IN PRESS Journal of Financial Economics 88 (2008) 1–25 www.elsevier.com/locate/jfec The power of the pen and executive compensation$ John E. Corea‚ Wayne Guaya‚Â David F. Larckerb a The Wharton School‚ University of Pennsylvania‚ Philadelphia‚ PA 19104‚ USA b Graduate School of Business‚ Stanford University‚ Stanford‚ CA 94305‚ USA Received 28 October 2005; received in revised form 20 March 2007; accepted 4 May 2007 Available online 5 December 2007 Abstract We examine
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level of CEO’s compensation and firms’ performance. Before the enactment of the Sarbanes-Oxley legislation (SOX thereafter)‚ which regulates the unethical wrongdoings‚ CEOs enjoyed unreasonable high remuneration despite of their mediocre performance. The overall focus of this report is to identify the relationship between CEO’s compensation and performance of the company‚ and figure out whether the Sarbanes-Oxley legislation has an impact on it. Using a sample of CEO compensation and firm performance
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