Ratings of others' performance are central in applied psychology. We investigated rater incentives and two approaches to Behavior Observation Scale (BOS) rating on rating accuracy. Raters (N = 147) were randomly assigned to one of three accuracy-incentive conditions and completed one of two BOSs 48 hr after observing videotaped performances. A serial BOS asked raters to assess one ratee at a time, across behaviors. A parallel BOS had raters consider all ratees on one behavior at a time. The serial (one ratee at a time) approach was generally more accurate than the parallel (one behavior at a time) approach. However, an accuracy incentive prior to observation mitigated the negative effects of the parallel approach. Overall, a serial BOS seems well suited for developmental appraisal.

PurposeThe aim of this study is to find out whether managers can facilitate employee understanding of the pay system through a goal‐setting process. The paper draws from Thierry's largely untested Reflection Theory to study employee pay satisfaction.Design/methodology/approachBased on the theory, it is posited that managerial goal setting improves employee pay satisfaction through increased employee knowledge and perceived meanings of pay. The hypotheses are tested with survey data from one municipal health care organization.FindingsThe results of the study show that both knowledge and meanings of pay mediate the effects of goal setting on pay satisfaction. The paper finds support for the somewhat distinguishable roles of instrumental and symbolic meanings of pay. The regression analyses show that the former fully mediates the effect of pay level and the latter fully mediates the effect of goal setting on pay satisfaction. Even though the analyses do not provide evidence that common method variance would explain the results, it remains a potential issue.Research limitations/implicationsFuture research is needed to establish the dimensionality of meanings – positive as well as negative – a pay system can convey, and to explore the degree to which they can be managed.Practical implicationsThe results of the study suggest that organizations can promote their ROI of pay systems by paying attention to the employees' interpretations of messages conveyed by the pay system implementation process. More specifically, the results demonstrate that managers can contribute to employee pay satisfaction via a goal‐setting process that informs employees about the functions of the pay system and use the system to give feedback on the job.Originality/valueThe study provides a unique but preliminary test for Reflection Theory.

Three overarching themes characterize the debate over international compensation systems in Europe, the USA and Japan (Sparrow, 2004). First, there is a shift from job-to person-based human resources systems, a trend that breaks the historically comparative patterns of wage structure. Second, there is a process of transferring social costs and risks away from organizations and the state to the individual. Third, there are significant threats to the psychological contract and a fragmentation and individualization of the reward-effort bargain.

This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. The SHRM Foundation is the 501(c)3 nonprofit affiliate of the Society for Human Resource Management (SHRM). The SHRM Foundation maximizes the impact of the HR profession on organizational decision-making and performance by promoting innovation , education, research and the use of research-based knowledge. The Foundation is governed by a volunteer board of directors comprised of distinguished HR academic and practice leaders. Contributions to the SHRM Foundation are tax deductible. Visit the As a busy HR professional, you probably find it difficult to keep up with the latest academic research in the field. Yet knowing which HR practices have been shown by research to be effective can help you in your role as an HR professional. That's why the SHRM Foundation created the Effective Practice Guidelines series. These reports distill the latest research findings and expert opinion into specific advice on how to conduct effective HR practice. Written in a concise, easy-to-read style, these publications provide practical information to help you do your job better. The Effective Practice Guidelines were created in 2004. The SHRM Foundation publishes new reports annually on different HR topics. Past reports, available online at www.shrm.org/foundation, include Performance Management, Selection Assessment Methods and Employee Engagement and Commitment. You are now reading the fourth report in the series: Implementing Total Rewards Strategies. For each report, a subject-matter expert with both research and practitioner experience is chosen to be the author. After the initial draft is written, the report is reviewed by a panel of academics and practitioners to ensure that the material is comprehensive and meets the needs of HR practitioners. An annotated bibliography is included with each report as a convenient reference tool. This process ensures that the advice …

CONTENTS: PART I: INTRODUCTION. Robert L. Heneman, The Ohio State University. PART II: STRATEGY. Defining Virtual Organizations and Implications for Human Resource Management. David B. Greenberger and Monica Wang, Ohio State University. HR Strategy in Virtual Organizations. Marc Wallace and Fred Crandall, Center for Workforce Effectiveness. Outsourcing Human Resources. Brian Klaas, University of South Carolina. Role of HR Professional in Virtual Organizations. Dave Ulrich and Dick Beatty, University of Michigan. Virtual HR Departments. Scott Snell, Pennsylvania State University. PART III: PROCESS. Job Analysis and Competency Assessment. Kathy DeCaprio, Microsoft. Recruitment and Bill Mobley, Personnel Decision International. Selection, Jill Ellingson, Ohio State University. Training and Development. Ray Noe, Ohio State University. Performance Management. Jan Cleveland, Pennsylvania State University. Compensation. Robert L. Heneman and Judy Tansky, The Ohio State University. Negotiations. Roy Lewicki, Ohio State University. PART IV: CASES. AT&T/Bank One/IBM Virtual Organization. David Greenberger, Ohio State University and Glenn Swift, Bank One. Ericsson Cellular. Zhong-Ming Wang, Zhejiang University, China. SONY. Mark Wallace and Fred Crandall, Center for Workforce Effectiveness. PART V: SUMMARY AND CONCLUSIONS. Robert L. Heneman, The Ohio State University.

TENTATIVE CONTENTS: Chapter 1: A Review of Theory and Research. Chapter 2: Diagnosing Situational Characteristics. Chapter 3: Measuring Performance. Chapter 4: Establishing Pay Increases. Chapter 5: Pay System Administration. Chapter 6: Pay System Evaluation.

Classification and job evaluation systems have come under attack in the public sector. A literature review was conducted to help public sector human resource professionals make informed decisions about whether or not to change or even abandon traditional classification and job evaluation systems for compensation purposes. It is concluded that traditional classification and job evaluation procedures continue to have relevance in public sector settings. However, current classification and job evaluation systems need to be broadened to adapt to the changing nature of work in public sector organizations. Recommendations to shift the focus from "job" to "work" evaluation are offered.

concerning the role of job evaluation in compensation took place in 1991. In a special issue of Human Resource Management Review,1 Lawler, Mahoney and others debated the effectiveness of job versus person approaches to job evaluation. Much has changed since 1991. Jobs are less well defined and more dynamic. Work is organized in new ways, including teams and virtual organizations.2 Maybe the most important development has been the proliferation of new performance management and measurement systems, creating shorter lines of sight, timely feedback and information and clearer accountabilities. Given these changes in the nature of jobs and work, we are pleased to see a resurgence of interest in job evaluation as a focal point of discussion for the compensation profession. It has never been more important for organizations to ensure that compensation is distributed differentially and within budget. The pay opportunity is often defined and limited by formal pay structures— ranges, target awards and payment guidelines, for example. Such structures often reflect job size and job worth, which are determined by either job C o m p e n s a t i o n SALARY MANAGEMENT

Human Resource ManagementVolume 42, Issue 4 p. 299-302 Guest editor's note: Introduction to the special issue on human resource management in SMEs: A call for more research Judith W. Tansky, Judith W. Tansky No affiliationSearch for more papers by this authorRobert Heneman, Robert Heneman No affiliationSearch for more papers by this author Judith W. Tansky, Judith W. Tansky No affiliationSearch for more papers by this authorRobert Heneman, Robert Heneman No affiliationSearch for more papers by this author First published: 26 March 2004 https://doi.org/10.1002/hrm.10091Citations: 35AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume42, Issue4Special Issue: Special Issue: Human Resource Management in SMEs: A Call for More ResearchWinter 2003Pages 299-302 RelatedInformation