Deciding what to do next after a job separation is an unenviable task many individuals are faced with at some point, and when it comes to those of more advanced years one of the primary options is often to retire. A study at Boston College examined the conditions that lead individuals aged 50-70 to decide to retire or not following a job separation. A number of factors were found to increase the likelihood of retirement, particularly having high net worth, having an accessible pension plan, and being eligible for Social Security retirement benefits.
Key Topics: Retirement; Pension; Benefits; Social Security
In many sectors, particularly those with primarily low-skilled jobs, the use of temporary and often migrant workers is on the rise. While there are certain benefits to companies in using temporary migrant workers, their use may come at a cost. A study of the UK food manufacturing sector examined employee absence rates and the tools companies use to reduce absence issues. The results showed that companies were predominantly using punishment rather than reward techniques to combat absence. This study also found that settled migrant workers had similar absence behaviour to native workers, while newer transitory type migrant workers had less job commitment and were more likely to be absent from work.
Key Topics: Absence management; Temporary workers; Migration
It is not always easy to sympathise with CEOs, particularly when it comes to compensation, however a US study sought to shed light on the personal financial impact of corporate bankruptcy on CEOs and how it affects their career earnings. The study examined CEOs of US companies that filed for bankruptcy and found that for CEOs who left the executive labor market following their tenure with a bankrupt company, there was a significant financial loss incurred over the remainder of their career. For those maintaining executive employment, no adverse personal financial effects were found.
Key Topics: CEO compensation; Bankruptcy costs; Executive turnover
The role of management bonuses in employee behavior is a little researched area but one that is potentially of great significance for companies. A study in Canada looked at the impact of management pay for performance bonus eligibility on the turnover levels of non-management employees. The results indicate that management bonus eligibility is indeed related to greater levels of voluntary non-management employee turnover, but is not related to greater involuntary turnover.
Key Topics: Pay for performance; Bonus eligibility; Employee turnover
The quality of the relationship between employees and their employer is of central importance to the performance of individuals as well as the companies that employee them. A recent study looked to examine the relationship between employees and their Fortune 1000 companies. The study found that employees on higher compensation perceived their relationship with their employer to be better. Additionally, comparing millennials with middle-aged employees, it was found that millennials generally had poorer perceived relationships with their employer.
Key Topics: Compensation; Golden handcuffs; Millennials; Public relations
The non-profit sector can often find it difficult to compete on employee compensation levels with the for-profit and public sectors. A recent US study examined the challenges that the non-profit sector faces in attracting and retaining Millennials by analysing the compensation levels, perceptions of equitable compensation, and sector-switching intentions among Millennial workers. The results indicate that compensation was a factor in sector-switching intentions for some types of Millennials but not for all.
Key Topics: Millennials; Non-profit sector; Compensation; Turnover |
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