<scp>Compensation Dispersion Between and Within Hierarchical Levels</scp>

Ángel, Pedro Ortı́n; Salas‐Fumás, Vicente

doi:10.1111/j.1530-9134.2007.00132.x

Cited by 8 publications

(4 citation statements)

References 47 publications

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“…19. Ortín-Ángel and Salas-Fumás (2007) assume that this realization (level of education) is related to the quality of the information about the workers' abilities. 20. http://database.espon.eu/db2/jsf/DicoSpatialUnits/ DicoSpatialUnits_html/ch01s01.html 21. x 2 (8) = 2.67, so we cannot reject the null hypothesis of endogeneity.…”

Section: Discussionmentioning

confidence: 99%

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Employee selection, education, and firm-provided training

Barrenechea-Méndez

Ángel

Rodes

2020

BRQ Business Research Quarterly

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Theoretical debate suggests at least three strategies for firms to provide training to employees in the same job position: individualized and egalitarian with or without adaptation to the abilities of the recruited employees. The article provides a formal framework for deriving distinctive empirical implications regarding the relationship of these strategies with the firms’ selection policies, which are tested using a dataset of blue-collar workers in Spanish industrial plants. The evidence is consistent with the empirical implications of the egalitarian strategy with adaptation. This strategy entails providing the same level of training to all workers in the same job position and setting this level according to the average ability of recruited workers. Paradoxically, this strategy has not been used to interpret the results of the existing empirical literature. JEL CLASSIFICATION M53; M54; M21; J24

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Section: Discussionmentioning

confidence: 99%

“… 19 Ortín-Ángel and Salas-Fumás (2007) assume that this realization (level of education) is related to the quality of the information about the workers’ abilities. …”

mentioning

confidence: 99%

Employee selection, education, and firm-provided training

Barrenechea-Méndez

Ángel

Rodes

2020

BRQ Business Research Quarterly

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“…Operational Definition Related Studies HRM practices A set of interrelated practices designed to develop knowledge, skills and abilities of the employees to achieve individual and organizational performance. Budhwar et al, 2006;Boudreau et al, 2001;Brown, 2005;Ortín-Ángel and Salas-Fumás, 2007. Leadership development It refers to a formalized and a strategic set of programmes designed to improve the technical skills of the managers at different functional levels along with their followers in such a way that both personal and organizational goals are met.…”

Section: Dimensionmentioning

confidence: 99%

“…Further, training helps the employees to effectively manage their work processes and increase their performance on the job (Lawler, 1971; Milkovitch & Newman, 1996). High compensation reduces the employee’s intention to leave the firm and increases his presence in the job (Ortín-Ángel & Salas-Fumás, 2007). Compensation as a key factor includes fixed pay, incentives, bonus and profit-sharing plans to boost employee’s performance on the job (Murphy, 2006).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Measuring Employee Development

Jangbahadur

Sharma

2017

Global Business Review

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The aim of this study is to identify the factors of employee development (ED) and to validate those identified set of factors using confirmatory factor analysis (CFA). Data were collected personally from employees of manufacturing industries. Factor analysis was carried out to explore the factors and CFA was carried out to check the reliability, validity and the model fitness. The scale had a high degree of reliability and validity and ensured the presence of both convergent and discriminant validity. The scale developed in this study is based on only four factors of ED as identified by different authors. In future, other factors, such as knowledge management and management development programmes, can also be included in the study. The instrument developed in the study for ED provides a basis for most of the academicians and the researchers to empirically test the relationship between ED, individual performance and organizational effectiveness, which has become an important area of interest among the researchers in recent years. The study is based on identifying the measures/factors of ED and validate those factors.

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How do firms value sales career paths?

Keshavarz

Rouziès

Kramarz

et al. 2023

J. of the Acad. Mark. Sci.

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Sales employees can build their careers across industries, firms, and occupations. Yet it is unclear how their sales career paths affect their compensation. To assess the value of their experience, we examine the paychecks drawn by nearly 25,000 sales employees over 22 years. Consistent with our arguments, we find that firms place greater value on sales managers' experience than salespeople’s, reflecting the multiplier effect attributed to managers. In particular, sales occupation experience seems to be the most salient type of experience for both groups, as it is fungible across industries and firms. We uncover two distinct paths in sales organizations: the salesperson’s career path rewarding sales experience and another path providing promotional prospects in sales. Analyses indicate that most newly promoted sales managers have no sales experience and move laterally from other managerial positions. Implications of our findings for research and sales-compensation practice are discussed.

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Compensation Dispersion Between and Within Hierarchical Levels

Cited by 8 publications

References 47 publications

Employee selection, education, and firm-provided training

Employee selection, education, and firm-provided training

Measuring Employee Development

How do firms value sales career paths?

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