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To provide insight, explanation, and empirical evidence into how and why CEOs get paid the amounts that they do.

This paper blends several methodologies. Using qualitative interviews with several high level managers, it develops a coding listing to capture how pharmaceutical firms compete within their industry. The paper then uses a structured content analysis approach to capture the specific and observable competitive moves that pharmaceutical firms launch.

Base pay and bonus of the CEO are greater for firms that launch higher volumes of competitive actions. Furthermore, the variety of competitive moves appears to influence a CEO's base salary.

This study has limited external validity since the firms in this sample are all large US pharmaceutical firms. The research implication is that, to date, firm size and past performance were identified as the single greatest predictors of CEO pay. Findings from this study suggest that how a firm behaves in a competitive context is as important as static characteristics of the firm (e.g. size) in predicting CEO pay levels.

Findings of this study begin to inform how directors may arrive at compensation decisions for CEOs. Since governance and CEO pay is becoming a more salient topic, this study suggests that directors can be trained or counseled on how to make more appropriate and refined decisions regarding CEO pay.

This paper employs a unique methodology to arrive at a question that is important, but under‐researched. Namely, we inform audiences who are concerned with how and why CEO's get paid what they do. Because CEO paychecks are a significant organizational expense, more research into how and why CEOs get paid a certain level is important theoretically and practically.

This article examines whether the field of entrepreneurship is becoming increasingly institutionalized by examining market trends, AACSB jobs, and salaries. The findings indicate that the field is becoming increasingly institutionalized through market trends. During 2014/15, there were 471 advertised positions and 163 candidates in Schools of Business and Management. The number of tenure track positions (261) was significantly higher than the number of tenure track candidates (161) for a ratio of 1.62. This is the highest ratio of tenure track positions to candidates since 2005/06 (2.1). Out of the 261 tenure track positions, 174 were at AACSB institutions.The ratio of tenure track positions at AACSB schools per tenure track candidate was 1.08. The study also looked at average salaries at AACSB schools and found them to be competitive with other mainstream areas. Average salaries were: full professors ($162,000), associate professor ($131,400), assistant professor ($113,600), instructor ($85,800), and new doctorates ($97,800).

Compensation refers to “all forms of financial returns and tangible services and benefits employees receive as part of an employment relationship” (Milkovich & Newman, 1999, p. 6). A more specific definition is provided by Edwin B. Flippo, who has defined compensation as “the adequate and equitable remuneration of personnel for their contribution to organization objectives.” He identifies its three components as: basic wage or salary (to attract qualified candidates); variable compensation (to motivate job performance); and supplementary fringe benefits (to retain talented staff) (Flippo, 1984, p. 281). Table 6.1 identifies the functions of these three components of compensation.

The “demographic time bomb” will have implications for all industries, especially in the recruitment of graduates. This situation is explored with reference to the hotel and catering industry in the UK. Research carried out into the job opportunities for graduates in this sector of industry is reported with regard to the types of job package offered; training; levels of responsibility and career prospects; salary and fringe benefits. It was found that the packages offered exhibit similarities and differences when compared with those offered by other industries and concludes that the present situation in the hotel and catering industry may have arisen from a failure to regard itself as competing in the wider graduate labour market.

Adapted from a 1992 ALA Pay Equity Committee's program on “Are You Underpaid? The Pay Equity Struggle in Libraries,” this article demonstrates that an employee turnover study can be effective in addressing problems of understaffing and salary deficiencies in a large academic library. Inadequate salaries makes retention of quality employees difficult and replacement costly, in addition to having detrimental impacts on services and morale. Administrators should use every opportunity to obtain pay equity funds to resolve these problems.

This paper aims to develop the structure of employer brand and discuss whether employees and employers have the same view on the elements of employer brand.

The employer brand of Taiwan, which includes 5 facets and 20 eight terms, was obtained. Management, welfare, interest and environment are the common facets of employer brand in China and Western countries. In addition, family and atmosphere is an important factor that merges both Western and Eastern job applicants. Its contents emphasize family life, which is only found in applicants from Taiwan and China.

The results showed that enterprises utilize functional factors in order to connect emotions closely and satisfy psychological sustenance, which have true attraction to young Taiwanese applicants and the current workforce of employees.

In general, after 20 years of establishment and empirical research, the achievements are rich and many practical opinions are provided. However, most of the existing literatures come from the researches of Western scholars, and they may be affected by the Western social value. This study has explored the Oriental and Western literatures. In the study field of Taiwan, it is found that employer brand will definitely show different style features due to the cultural difference. Therefore, when an enterprise applies the relevant connotation of the employer brand, it is necessary considering the cultural difference. This shows the importance of cross-cultural study of employer brand recently. At the same time, this also highlights the contribution of this study on theory and practice.

This paper aims to develop and test hypotheses on determinants of supply chain managers’ salaries. While women make up about half the workforce, there is evidence in the trade press that they receive far less than half of the compensation. Sex of the manager and size of his or her organization are among the predictors of salary.

The hypotheses are tested using regression analysis of data from a survey of supply chain managers in Canada. This technique enables testing for a gender effect, while controlling for the effects of other factors.

Seven variables are found to be significant predictors of supply chain manager salaries. Smaller companies pay lower salaries. Small business supply chain/logistics managers working longer hours with a professional designation, more experience, greater budgetary responsibility and greater share of compensation coming as a bonus earn higher salaries. Finally, male small business supply chain managers earn more than their female counterparts.

The piece includes a discussion of limitations and future research opportunities into the gender salary gap.

There are implications for small businesses wanting to hire supply chain managers, and for female (and male) managers looking for work.

This paper presents evidence of possible gender discrimination against half the population. The potential social implications are tremendous.

This is a unique piece of research in testing theory-driven hypotheses about supply chain salaries, especially by including gender and organizational size as predictors.

This study aimed at investigating the impact of some financial indicators (salary competitiveness, employee productivity, company performance and company size), disclosed in the annual financial reports, on employee turnover in Jordanian pharmaceutical companies listed on the Amman Stock Exchange (ASE).

A longitudinal design with cross-sectional time-series (panel) data from annual financial reports of six Jordanian pharmaceutical companies, listed on the ASE for the period 2009–2018, was used to measure employees’ turnover and its precedents quantitively. The panel data of 160 observations (six companies with ten-time periods) were analyzed using STATA 15.0 to achieve study objectives.

Contrary to what is expected, the results showed that salary competitiveness does not affect employee turnover, and employee productivity positively affects employee turnover. In contrast, the results of this study supported the widespread belief that company performance and size negatively affect employee turnover.

This study does not address voluntary and mandatory turnover because it is very difficult to distinguish the two types based on financial reports. Also, other important variables (medical expenses, training expenses, etc.), which can affect employee turnover are not disclosed in the financial reports of all pharmaceutical companies due to the lack of uniform financial reporting standards.

Pharmaceutical companies should not focus on salaries to attract and retain employees but rather provide them with a distinct set of other benefits including salaries. Also, it should try to reduce the workload of employees by increasing their number to the extent that it does not constitute an additional burden on other employees.

This is the first attempt, according to a literature review, to measure employee turnover and its antecedents based on financial indicators disclosed in the pharmaceutical companies’ annual financial reports.

The purpose of this paper is to investigate aspects related to difficulty to retain nursing assistants at nursing homes in Sweden related to perceived work environment characteristics.

To reveal aspects related to difficulty to retain nursing assistants, the paper uses the BIKVA model, sense of coherence and New Public Management (NPM). In total, three focus groups with nursing assistants at three nursing homes are interviewed with corresponding individual interviews with their senior managers and users. The purpose is to analyze the situation from the affected group of nursing assistants. The focus of this study is how nursing assistants discuss related to recruit and retain nursing assistants at nursing homes and elderly care and the response from senior management related to those aspects.

The main conclusions are that nursing assistants consider their job as meaningful, but limited latitude and direct involvement in managing their daily tasks in a continuous communication with management affect negatively. Furthermore and combined with wage levels, aspects related to scheduling, working hours, shift work, split shifts and understaffing generate a burdensome and stressful environment affecting the possibility to retain staff in a negative direction.

The research uses a new approach utilizing the BIKVA model, sense of coherence and NPM. The study shows that central in retaining nursing assistants at nursing homes relates to aspects such as wages, staffing, shift work and split shifts and continuous communication between nursing assistants and management.

Regarding human resource and labour relations management, academia focuses mainly on cities; however, rural areas are an integral part of China's economic structure. This study focuses on the movie projection industry in China's rural areas and explores how human resource practices (HRPs) are transformed and the labour process is reconstructed in digital transformation.

We adopt a case study of a rural movie projection company. The company's HRPs reconstructed the labour process of movie projection, and they have been promoted as national standards. Data were collected from in-depth interviews, files and observations.

Rural movie projection companies combine high-performance and paternalistic HRPs in the media industry's digital transformation. HRPs and digital technology jointly reconstruct the labour process. First, the HRPs direct labour process practices towards standardisation. Second, the digital supervision platform guides the control style from simple to technical, placing projectionists under pressure while increasing management efficiency. Third, rural movies made using digital technology have disenchanted rural residents. Accordingly, the conventional relationships between the “country and its citizens,” “individuals themselves,” and “models and individuals” have been removed, and a new relationship between “individuals themselves” is formed thanks to the novel HRPs.

This research plays a crucial role in exposing researchers to the labour process of rural movie projection, which is significant in China but often ignored by Western academia and advances the Chinese contextualisation of research on labour relations.