Suchergebnisse

The author reports the results of a survey on global compensation management practices in multinational firms, most of them headquartered in continental Europe and the United Kingdom. The study focuses on whether decisions on different compensation and benefits issues in these firms are taken at a headquarters or at the regional, business unit or country/local level. In addition, the author provides more qualitative information on the degree to which the respondents are satisfied with the decision-making process as well as their concrete suggestions for improvement. Finally, the author deals with the question of whether centralization or decentralization is the preferable option.

Flexible reward arrangements (e.g., flexible benefit plans) have been around for a rather important period of time. Although some authors have examined the antecedents and consequences of adopting such plans from a theoretical perspective, empirical studies are rather scarce. Furthermore, there is a need to apply a strategic rewards perspective to flexible reward plans in order to help firms to move from "best practice" toward "best fit." This article interprets the results of a survey held in Belgium and the Netherlands regarding the prevalence and perceived outcomes of adopting flexible reward plans within a model of strategic alignment of reward management.