Suchergebnisse

Billions of people throughout the world are paid for their work. This book was written to explain why they earn what they earn and, in doing so, to help readers understand how they can earn more in both the short and long run. It describes wages, wage differences across groups, wage inequality, how organizations set pay and why, executive and 'superstar' pay, the difference between pay and 'total rewards' (including benefits, opportunities for growth, colleagues and working conditions), compensation in nonprofits, and the differences between the cost of compensation to organizations and the value employees place on that compensation. It also offers tips on what an individual can do to earn more

State and local governments direct a great deal of effort (and resources) toward incenting companies to locate in their particular jurisdictions. The cited reasons for this effort are often the increase in jobs and boost to the local tax base. In "The Geography of Giving: The Effect of Corporate Headquarters on Local Charities", David Card, Enrico Moretti and the author investigated a number of issues related to the geographical location of corporate headquarters and charitable giving. It turns out that location does matter and the movement of highly paid employees does, too. There are at least two main channels through which corporate location can have an effect on charitable giving. The first is that the companies themselves are donors to charitable organizations and some of their donations may be to local causes. The second channel may be the companies' employees themselves.

Corporate governance has attracted much attention lately, justifiably many would argue. In the past couple decades, important legislative changes and public pressure have driven rapid changes in board governance and reporting, much focused on executive compensation, in particular. Still, there seems to be less focus on these issues in nonprofit organizations. This despite the fact that more than one-quarter of Americans volunteered through or for an organization last year, with the likely majority of these organizations being nonprofits. Adjusting for organization size, however, cash pay is not that different in for-profits and nonprofits. Resources exist for helping nonprofit boards govern effectively, and the good news is that this support is growing. The author suspects that, compared to boards of for-profits, there is less business experience, less compensation experience and less onboarding of new members of nonprofit boards. As a result, members of nonprofit boards could always use additional resources for helping them serve their constituents effectively.