Management and Employee Retention, Monitoring, and Compensation (Annotated Bibliography Sample)

Performance Management, Employee Retention, & Determining Pay Rates
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Trends in management lead to changes in employee retention, performance monitoring and compensation terms over time. Change is inevitable; thus, organizations move with prevailing conditions in the labour market to determine remuneration packages for their workers. While some regions have legal frameworks guiding compensation, global trends play a critical role in shaping possible compensation benefits. The biggest game-changer to human resource management is technology adoption and deployment, which impacts every firm. The next decade may bring an avalanche of change in performance checks, employee retention and compensation terms.
The rapid growth of underemployment and unemployable people globally throws labour demand and supply off-balance. Many organizations prefer minimizing resour4ces used in recruiting and remunerating employees. It is because the main focus is to reduce expenses and maximize profits. They prefer people who can do a task to the expected levels but can take home the least wages possible. A typical interview requirement nowadays is the amount of compensation package one expects or previously offered by the former employer. Organizations want people who can deliver services whether they studied the programs in college. The jobs do not necessarily reflect their actual training. The worker lacks a platform to showcase his/her skills because the job doesn’t use the expertise leaving the employee idle (Yamamoto, 2011). The situations put the firms to recruit people who demand the lowest wages. The rising number of people lacking skills or qualifications means companies may experience labor shortages since the available workforce lacks the basic skills to deliver services. In the next decade, technology through computers and robots may take human jobs to fill the gap unemployable people create.
In the coming years, expect executive compensation to take a new twist. The recent pandemic brought out a clear image of financial crises. There arises a concern between CEO and top managers’ compensation packages in most firms compared to the median employee Pay Ratio. Many firms register significant disparities between top executives benefits and the general employee remuneration packages. Many companies declared junior posts redundant, while some offered furlough options due to tough economic times. In the next decade, firms will revise compensation terms to find a favorable CEO Pay Ratio to minimize disparities between workers. Each employee is responsible for a company’s success. The workers create value at the company; thus, it is prudent to develop an equity plan. The CEO and executives alone can’t run operations infirm in the absence of employees. In the future, companies facing financial constraints and losses from poor performance may revise executive compensation depending on the environment. Some firms will adopt executive compensation Peer Groups to serve as a reference point. Performing companies may consider improving pay on performance rise. Boards of firms may revise their remuneration terms upon realizing it performs better than competitors.
Human capital and labor play a critical role in a company’s operations. Continuous absence or lackluster behavior at the workplace impacts a firm negatively. When employers concentrate on employee retention, many firms prefer subsidizing or rewarding reasonable health allowances. In their enticing offers, employers attract workers on promises of paying for good health insurance packages. Employee absence due to sickness reduces production in a firm; thus, companies prefer to pay for their healthcare costs through health insurance and other packages. Many employers incorporate the health insurance package to assure workers of their well-being at the company (Iug