美国南卡罗来纳代写 手段和技术

Keywords:美国南卡罗来纳代写

Guttierez,(2003)指出,不同的组织使用不同的手段和技术来提供公平和有竞争力的薪酬管理的高级官员,不仅包括固定工资、佣金和奖金,但越来越多的还包括所有权形式的员工股票期权。(O 'Sullivana,1997)指出,货币和所有权的结合是最好的方法,进而确保公司的长期战略目标和战术目标的成就,因为通过这意味着该公司的管理人员发挥其全部能量的成就组织的长期目标和目标。O 'Sullivana(1997)进一步指出,以防其中一个因素,货币或所有权利益缺失,管理这样的组织是最有可能参与行动指向满足个人目标,而不是组织的目标。这是由于这一事实存在的钢筋在货币和所有权的动机将会缺席,可能导致对违反公司治理原则。
问题出现,竞争力的薪酬是什么和如何确定什么是组织内部的管理人员越来越公平或不公平。大厅&金格里奇(2003)指出,基本上确定合理的补偿可以称为相对的概念,因为它取决于各种因素,然而一个稳定的基准可能的竞争对手拥有相同的大小和业务操作支付相同的位置。所涉及的组织可以匹配或超越竞争对手为了创建积极的动机,增强组织的承诺。
梅洛,(2010)指出,为了防止复发的公司治理问题应该有一个高管薪酬委员会应包括不同的高管和成员代表不同的利益相关者谁应该决定什么是可以支付的大量不同的管理高管的贡献成就目标在一个组织。此外,Leimsider(2006)的观点,这样一个委员会应定期会议组织的性能和不同的高管如何导致公司的目标成就过程应该评估和相应的做出一些修正案在组织企业的高管薪酬。

美国南卡罗来纳代写 手段和技术

Guttierez, (2003) have pointed out that different organization uses different means and techniques to provide fair and competitive salaries to its top managerial officials that not only include fixed salaries, commission and bonuses but increasingly also include ownership rights in the form of employee stock options. (O'Sullivana, 1997) has pointed out that the combination of monetary and ownership rights is the best approach that in turn ensure the accomplishment of a firm's long-term goals and objectives because through this means the firm's managerial staff exert their full energies in the accomplishment of an organization's long-term goals and objectives. O'Sullivana (1997) has further pointed out that in case one of the factor, either the monetary or the ownership interests are missing, the management of such organization are most likely to be involved in actions that are directed towards satisfying personal goals and objectives rather than the objectives of the organization. This is due to the fact that the reinforcement that is present in both the monetary and ownership's motivation will be absent that may lead towards the violation of the corporate governance principles.
The issue then arise that what is competitive pay and how one may determined that what the managerial staff within the organization are getting are fair or unfair. Hall & Gingerich, (2003) have pointed out that essentially the determination of the fair compensation could be termed as relative term as it depends on varieties of factors, however a stable benchmark could be what the competitor having the same size and business operation is paying for the same position. The organization involved could then either match or overpass its competitors in order to create positive motivation and reinforce the commitment with the organization.
Melo, (2010) has pointed out that in order to stop the recurrence of the corporate governance problems there should be an executive compensation committee that should comprise of different executives and members representing different stakeholders who should decide, what is the fair amount that could be paid to the different managerial executives for their contribution towards the goals accomplishment within an organization. In addition, Leimsider, (2006) is of the opinion that such a committee should have meetings at regular intervals where the performance of organization and how different executives are contributing to the goals accomplishment process of the firm should be evaluated and accordingly make some amendments in the executive remuneration of the business organization.