Papers by mamta limbashiya
Human Resource Management, Jan 1, 1999
Journal of Accounting and Economics, Jan 1, 1985
... 12). 48 AT Coughlan and RM Schmidt, Compensation, turnover and performance 2.3. Turnover and ... more ... 12). 48 AT Coughlan and RM Schmidt, Compensation, turnover and performance 2.3. Turnover and stock price performance In addition to adjusting compensation, a board also has the power to effect a change in management. ...
Compensation & Benefits Review, Jan 1, 1999
Organizations that forge ahead in cultivating exceptionally talented professionals with the desir... more Organizations that forge ahead in cultivating exceptionally talented professionals with the desire to experience new roles in new places will shape the world's economic future. The best way to build a global workforce with the right knowl-edge and ability is to offer a good ...
Journal of Accounting and Economics, Jan 1, 1985
The papers in this volume and briefly summarized in this introduction document that: (1) executiv... more The papers in this volume and briefly summarized in this introduction document that: (1) executive compensation is positively related to share price performance: (2) poor firm performance is associated with increased executive turnover; (3) managers choose accounting accruals in ways, that increase the value of their bonus awards; (4) the adoption of new short-and long-term executive compensation plans and golden parachutes are associated with positive share price reactions; (5) the death of a firm's founder is associated with positive share price reactions; and (6) managers are less likely to make merger bids that lower their stock prices when they hold more stock in their firm. These findings are interpreted as generally supporting the view that executive compensation packages help align managers' and shareholders' interests.
Strategic Management Journal, Jan 1, 1991
i S \ In this paper we examine the impact various compensation programs have upon businesslevel s... more i S \ In this paper we examine the impact various compensation programs have upon businesslevel strategy for technology-intensive firms. Similarly, we examine the effect of centralization of R&D and non-R&D decision-making, formality of procedures, and SBU size on competitive strategy. Analysis of data from 79 SBUs suggest that there is a resource tradeoff between marketing-oriented strategies and R& D-oriented strategies, and that managers who operate under certain types of compensation programs will tend to favor R& Dlinnovation strategies and capital investment over other alternatives. Structure and competitive position also appear to play a significant role in determining technology and investment strategy.
Journal of occupational and …, Jan 1, 2003
Approved for pubic releae; distilbution unlmited X training opportunities allowed soldiers greate... more Approved for pubic releae; distilbution unlmited X training opportunities allowed soldiers greater opportunity to qualify in their assigned MOS or greater opportunity to practice acquired MOS skills. Compensation initiatives should address these additional training time problems.
… of Occupational and …, Jan 1, 2003
Arthritis is a common condition among the working population in the United States. Despite its hi... more Arthritis is a common condition among the working population in the United States. Despite its high prevalence, the total cost of arthritis from the employer perspective has not been fully evaluated. This study quantifies the employer cost for additional health care, absence, disability, productivity, and workers' compensation costs related to arthritis and associated joint disorders (AJD) for a large sample of employees over 4 years. Results showed that AJD affected 15.5% of the employee population at some time. After adjusting for confounding factors, employees with AJD had significantly higher costs for health care ($998), prescription drug ($195), absence ($84), short-term disability ($184), long-term disability ($54), and workers' compensation ($287); totaling $1802. Adjusted productivity output was 4% lower for the AJD group, equal to $7454 in lost revenue (P < .05). Implications for an aging workforce are also discussed.
Group & Organization …, Jan 1, 1992
... AN AGENCY THEORY PERSPECTIVE ON MANAGERIAL BEHAVIOR Agency theory approaches the organization... more ... AN AGENCY THEORY PERSPECTIVE ON MANAGERIAL BEHAVIOR Agency theory approaches the organization as a nexus of contractual relationships that are ... The ubiquitous agency relationship is prone to two types of agency problems: information asymmetry and the ...
… reward management: design …, Jan 1, 2002
CHAPTER 1 COMPENSATION SYSTEMS IN THE GLOBAL CONTEXT Robert L. Heneman, Charles H. Fay, and Zhong... more CHAPTER 1 COMPENSATION SYSTEMS IN THE GLOBAL CONTEXT Robert L. Heneman, Charles H. Fay, and Zhong-Ming Wang Sourat Reprinted by permission of Sage Publications Ltd. from Heneman, RL, Fay, CH, and Wang, ZM (in press). Compensation Systems in the Global ...
Compensation & Benefits Review, Jan 1, 1998
American employees don't expect cradle to grave jobs anymore, but they do expect to be r... more American employees don't expect cradle to grave jobs anymore, but they do expect to be rewarded fairly during their tenure. Although almost half (49%) of U.S. workers are satisfied with their current base pay and most remain loyal to their employers, U.S. workers in the main are deeply frustrated with how their performance is evaluated and rewarded. This is one of the key findings of Sibson & Company's recent survey on the "Rewards of Work." U.S. workers responding to the survey expressed a marked preference for rewards that focus on the individual rather than team or unit performance. In other words, people want to be rewarded for what they personally have contributed. Moreover, employees also are overwhelmingly dissatisfied with how promotions and raises are determined in their organizations. But the silver lining for employers is that fixing problems with how employees are rewarded is far less expensive than fixing the actual amount of rewards employees receive.
Compensation & Benefits Review, Jan 1, 1998
Competency-based pay has become the focus of much heated debate today. While its advocates assert... more Competency-based pay has become the focus of much heated debate today. While its advocates assert it achieves precisely measurable benefits, its opponents argue that it tends to lead to unfair, invalid, and discriminatory outcomes. Among companies that have implemented ...
Academy of Management journal, Jan 1, 1991
This paper has not undergone formal review or approval of the faculty of the ILR School. It is in... more This paper has not undergone formal review or approval of the faculty of the ILR School. It is intended to make the results of Center research, conferences, and projects available to others interested in human resource management in preliminary form to encourage discussion and suggestions. 2 ABSTRACT Previous research has revealed wide variations in pay for the same job, even within a single locality. To date, however, the sources of such pay differentials are not well understood.
Compensation & Benefits Review, Jan 1, 1998
Abstract In the global economy, transnational economic factors are affecting compensation schemes... more Abstract In the global economy, transnational economic factors are affecting compensation schemes for both expatriates and local hires. Also affecting new thinking about multinational compensation issues is the issue of meshing corporate cultures with local cultures. ...
Human Resource …, Jan 1, 2002
This article presents a comparative study of compensation, by exploring nine items which measure ... more This article presents a comparative study of compensation, by exploring nine items which measure pay and benefits practices in ten locations (nine countries and one region). First, similarities and differences in employee compensation are examined. Second, emerging issues for international compensation are identified. Third, gaps are identified between current practice and employee preferences for future compensation. Overall, the results of this study provide some support for previous research, although a number of counterintuitive findings are identified with respect to the ways in which culture might be expected to impact employee preferences for crosscultural compensation practices. The research suggests several challenges for compensation practice and directions for future research.
Human Resource Management Review, Jan 1, 2004
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Papers by mamta limbashiya