Human Resources

Human Resources Benefits



Table Of Content

Introduction4

Satisfaction with employee benefit offerings4

Benefit satisfaction construct5

Pensions6

Definitions and context6

Pension plan choice7

Managing risk in DC saving plans8

HR Function As Applied In The Hospitality Industry9

TRAINING=[Education, Important, Skills, Training]9

TURNOVER/RECRUITMENT=[Culture, Organization, Interview, Turnover, Decision, Workers]10

LEGAL ISSUES=[Employer, Labor, Family, Managerial, Problem, Older, Organizational, Service]11

PERSONNEL DEVELOPMENT=[Coaching, food service, empowerment, stress, minimum, social, expectation, countries, selection, companies, needs, wage]13

PERFORMANCE MEASUREMENT=[Development, Office, Quality, Measure]15

Decision making15

Attitudes? dispositions and perceptions16

Inertia17

A planned behavior perspective18

Retirement preparation and savings accumulation18

Retirement savings consequences19

Retirement savings determinants19

Health care21

Context—from sickness to health21

Balancing cost management and quality care22

Emerging supply—side initiatives22

Disease management23

Conclusion and Summary24

References27

Human Resources Benefits

Introduction

The purpose of this study is to begin to address this academic research-practice gap by identifying core topics in the benefits literature? and for each topic? identifying emerging issues for future benefits research. The implications of employee benefit decisions are among the most relevant for remaining competitive in the labor market. From a total compensation perspective? indirect compensation or benefits plays a significant factor in the attraction and retention of employees. This is particularly true for costly benefits such as health insurance and pension plans? the provision of which is an increasingly important issue to both employers and employees. Executives have long been concerned about the costs of providing competitive employee benefits (Conference Board? 2007). As such? benefit decisions often have a significant effect on a company's bottom line. For example? the decision to promise current employees health benefits or certain types of pension plans following their retirement has long-term financial implications.

Satisfaction with employee benefit offerings

A number of factors have contributed to employer provision of non-mandatory benefits such as health insurance and pension plans. These include self interest of the decision makers? union bargaining? tax advantages provided to companies by the federal government for offering certain benefits? the need to be competitive and retain employees? and union avoidance. The implied process? based on social exchange? is that when employees are satisfied with benefits provided to them? they are committed to the employer? remain with the employer? and perform their jobs well? which in turn leads to strong organizational performance. Benefit satisfaction has been one area that has received some research attention by HRM scholars.

To begin to disentangle factors underlying the paradoxical finding that the actuarial-value of benefits and employees' benefit satisfaction are not correlated? scholars have examined three distinct elements of benefits: the benefit offering construct? antecedents and moderators of benefit satisfaction? and organizational outcomes associated with benefit satisfaction.

Benefit satisfaction construct

Items on this benefit scale include satisfaction with 'my benefit package?' 'the value of my benefits?' amount the company pays toward my benefits?' and 'the number of benefits I receive.' Advantages of operationalizating benefits as part of the PSQ include that this approach allows measurement of benefits within the context of compensation? is distinct from pay-related scales? and consistently exhibits high internal consistency. Such integration may address construct proliferation and allow findings in the benefits literature to inform the strategic HRM literature and vice versa.

Pensions

Definitions and context

Although historically in the ...