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SAGE Journal User Guide

Article 1

Giancola, F. L. (2012). Is there a research–practice gap in compensation management? Compensation & Benefits Review, 44(4), 208–213.

Topics in this article:

• 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.

Questions for this article:

1. Do students believe that compensation professionals are out of touch with recent research findings in the field? Explain.
2. Why have academics shown little interest in conducting research in compensation management? How could this interest be increased?
3. What are some ways to correct rater errors in performance appraisals? How can the strategic human resource management process be specifically applied to reduce or remove those errors?

Article 2

Summers, L. (2005). Integrated pay for performance: The high-tech marriage of compensation management and performance management. Compensation & Benefits Review, 37(1), 18–25.

Topics in this article:

• 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.

Questions from this article:

1. Are pay-for-performance practices effective in motivating employees in organizations? What procedures and policies can human resource professionals institute to make sure that pay-for-performance measures are effective? Refer to Exhibit 1 extensively to answer these questions.
2. What are the advantages and disadvantages of instituting pay-for-performance practices in organizations?