Parbudyal Singh

Organisational rewards for a changing workplace: an examination of theory and practice

In response to a rapidly changing business environment, organisations are attempting to implement fundamental changes in how they structure and manage themselves. The current academic and applied literature highlights various initiatives being employed by organisations in their change efforts. These include total quality management, re-engineering, de-layering, downsizing, employee empowerment, teamwork, and customer service. However, empirical evidence suggests that some organisations are more successful than others in initiating and sustaining meaningful change. One potential explanation for such variations lies in the manner in which organisations reward their employees. Some organisations, realising that the reward systems should be congruent with organisational strategy, have begun moving away from traditional reward systems and are increasingly adopting new pay and reward strategies. In this study, we review the relevant theoretical and empirical literature and examine the reward strategies of two c...

Executive Compensation: Examining an Old Issue from New Perspectives

48 COMPENSATION & BENEFITS REVIEW

Strategic Reward Systems at Southwest Airlines

Organizations must become more strategic if they are to survive and succeed in the current business environment. Functional and unit strategies must be aligned with overall firm strategy to enhance organizational effectiveness. In this respect, strategic compensation systems are vital to ensuring desired employee behaviors and enhanced firm performance. This article reviews strategic reward systems and examines rewards at Southwest Airlines. It outlines the firm’s strategic compensation and recognition programs and discusses implications for management.

The effects of firm innovation strategy on executive compensation: evidence from the Canadian mining industry

Executive compensation has attracted much attention over the past few decades. However, a careful review of the literature reveals that there is a need for more empirical studies using different theoretical perspectives. In this paper, we add theoretical insights from strategic management and analyse some of the determinants of executive compensation within a multidisciplinary framework. Using data from a relatively large sample of metal mining firms in the Canadian mining industry, we examine and discuss the effects of innovation and other firm strategies, as well as firm size and performance, on executive compensation. Areas for future research are also outlined.