When Unequal Pay Is Actually Fair
September 22 | Tim Low | Comments (0)
When it comes to pay, fair doesn’t necessarily mean equal. And recent research from PayScale shows that companies that use performance-focused compensation practices may see better returns than those who cling to equal pay at every turn.
How to Get People to Collaborate When You Don’t Control Their Salary
September 22 | Heidi K. Gardner, Assistant Professor, Business Administration , Harvard Business School | Comments (0)
People in industries as different as commercial real estate, pharma, biotech startups, hedge funds, and public school districts worried about how to transform a competitive, star-driven culture into a collaborative one when they had no power to juggle financial rewards and no influence over promotion decisions.
Sales Bonuses Are Supposed to Motivate, So Don’t Waste Them on Easy Targets
September 21 | Andris Zoltners, Professor Emeritus, Kellogg School of Management, Northwestern University | Comments (0)
Most companies pay salespeople a combination of a salary, a commission, and a bonus for hitting a quota, putting a portion of their pay at risk. The belief is that at-risk pay motivates salespeople to work hard and direct effort towards sales activities that encourage achievement of sales goals.
What’s the Right Kind of Bonus to Motivate Your Sales Force?
September 15 | Das Narayandas | Comments (0)
Companies typically compensate their sales force by using some combination of salary, commission, and bonuses, but executives are often unsure of which incentives provide the best motivation. For example, should bonuses be tied to quotas or should they be given unconditionally? For a quota system, would it be better to use bonuses as a reward (giving them to those who meet or surpass their quotas) or as punishment (taking them away from those who fail to meet their quotas)?
Research: When Men Have Lower Status at Work, They’re Less Likely to Negotiate
September 15 | Hannah Riley Bowles | Comments (0)
It’s become a popular explanation for the gender-wage gap: Women are less likely than men to self-advocate for a pay raise. It has an appealing logic. If we can get women to negotiate more like men, then the gap will shrink. This is in part why there has been a surge in negotiation trainings for women.