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Article 1

Giancola, F. L. (2012). Is there a research–practice gap in compensation management? Compensation & Benefits Review, 44, 208–213.

Abstract:

• According to certain thought leaders, the research–practice gap in compensation management is an important issue, but our ability to understand and make final judgments about it is hindered because important pieces of information are missing.
• This article explains why it is difficult to assess the gap’s seriousness in the current state of knowledge.

Article 2

Summers, L. (2005). Integrated pay for performance: The high-tech marriage of compensation management and performance management. Compensation & Benefits Review, 37, 18–25.

Abstract:

• Over the past few years, there has been a surge of interest in pay for performance. More HR executives are placing pay-for-performance technologies—systems that successfully automate and link compensation management with employee performance management—at the top of their priority list.
• Establishing pay for performance effectively has always been the hard part. An effective pay-for-performance strategy requires that two processes—compensation management and performance management—not only function well separately but also operate together in an integrated way. Compensation management cannot fully realize its potential without accurate assessments of individual employee performance—assessments that properly come from a performance management system—and performance management cannot fully realize its potential without a well-administered compensation system.