Job Evaluation of executive jobs in Australia

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http://eprints.org/relation/isVersionOf https://vuir.vu.edu.au/id/dark_document/46707 http://eprints.org/relation/isVolatileVersionOf https://vuir.vu.edu.au/id/dark_document/46707 http://eprints.org/relation/issmallThumbnailVersionOf https://vuir.vu.edu.au/id/dark_document/46707 archive 34 disk0/00/00/01/31 2006-03-10 2021-08-27 07:38:43 2008-08-19 18:58:36 monograph show Attwater Wendy Attwater, Wendy Job Evaluation of executive jobs in Australia pub 350000 FOR_2008_150300 Management job evaluation; executives; remuneration strategy; grounded theory Job evaluation has been used for more than half a century to determine the 'size' of a job and to guide the appropriate level of remuneration. However, although the nature of work has changed significantly, job evaluation has not, but despite this it is still surprisingly popular. Much of the literature that describes these issues focuses on the link between job evaluation and remuneration in general. However there is a notable gap in the investigation of the specific issues related to the way executive jobs are evaluated and rewarded. This paper reports on a study that uses grounded theory and convergent interviewing techniques to investigate this gap within a number of publicly listed Australian companies. 2004 published Victoria University 6 46707 2 2367533 dark_document 46707 Attwater Wendy.pdf application/pdf 8d7540af58b920f32eec41d439e8177f MD5 65790 2020-04-20 02:25:59 131 7 7 application/pdf text Permission Form en staffonly

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other public working_paper Melbourne, Australia 15 Victoria University School of Management FALSE 2013-06-05 16:37:20