Big Picture A

Week 1-2: Unit Learning Outcomes (ULO): At the end of the unit, you are expected
to:

a) Discuss the fundamentals of compensation administration in the Philippine

setting.
b) Rationalize an effective total rewards strategy.

Big Picture in Focus: ULOa. Discuss the fundamentals of

compensation administration in the Philippine setting.

Metalanguage

To establish a common frame of understanding, the following essential terms are

operationally defined. You will encounter these terms as we go through the first ULO.
Please refer to these definitions in case you will encounter difficulty in understanding
the concepts.

1. Compensation. This refers to the total cash and non-cash payments given to
employees in exchange for the work rendered to the company.

2. Premium Pay. This pertains to a sum of money or bonus paid in addition to the
regular price, salary or other amount.

Essential Knowledge

Introduction to Compensation Administration

Compensation in the Philippines measures individual performance. Employees are

paid based on how they perform their tasks. Employees are becoming more motivated
once they received something good including salary, benefits, incentives, rewards and
other monetary and non-monetary value.

The Compensation Plan (CP) under RA No. 6758 is an orderly scheme for
determining rates of compensation of government personnel.

It was crafted to attract, motivate, and retain good and qualified people to accomplish
the Philippine Government’s mission and mandates, to encourage personal and
career growth, and to reward good performance and length of service. To achieve
these goals, the CP has a mix of compensation components, namely: basic pay or
salaries, fringe benefits, incentives, and non-financial rewards which provide
reasonable levels of compensation packages within existing government resources,
and are administered equitably and fairly.
Compensation administration is a s segment of management or human resource
management focusing on planning, organizing, and controlling the direct and indirect
payments employees receive for the work they perform.

Compensation includes direct form such as base, merit, and incentive pay and indirect
forms such as vacation pay, deferred payment, and health insurance. Compensation
does not refer, however, to other kinds of employee rewards such as recognition
ceremonies and achievement parties.

The ultimate objectives of compensation administration are:

§ Efficient maintenance of a productive workforce;

§ equitable pay, and
§ compliance with federal, state, and local regulations based on what companies
can afford.

The basic concept of compensation administration or the compensation management

is rather simple: employees perform tasks for employers and so companies pay
employees wages for the jobs they do. Consequently, compensation is an exchange
or a transaction, from which both parties receive something for giving something.

From the employer’s perspective, compensation is an issue of both affordability and

employee motivation. Companies must consider what they can reasonably afford to
pay their employees and the ramifications of their decisions: will they affect employee
turnover and productivity? In addition, some employers and managers believe pay can
influence employee work ethic and behavior and hence link compensation to
performance.

The compensation plan lays out the overall statements of belief around which to
design, administer, and communicate reward programs. It becomes the “stake in the
ground” that reinforces the culture and management style. It tells employees what you
stand for.

Basic Components of Compensation Program

A pay program may include the following four components:

§ base pay
§ wage and salary add-ons
§ incentive payments
§ benefits and services

1. Base pay refers to the cash that an employer pays for the work performed. This
base pay can be further delineated as either a wage or a salary.

§ Wages are hourly rates of pay regulated by the Labor Standards of the
Department of Labor and Employment together with the National Wages
and Productivity Committee (NWPC).
 § Salaries, which are usually paid to managers and professionals, are
annual or monthly calculations of pay that usually have less relation to
hours worked.

2. Wage and Salary Add-ons include cost-of-living adjustments, overtime, holiday

and other premium wages, travel and apparel/clothing allowances, and a host of
related forms of premiums and reimbursements. Wage and salary add-ons are used
to compensate employees for work above and beyond their normal work schedules or
to reimburse them for expenses related to their jobs. COLAs are usually across-the-
board contractual increases tied to an economic indicator, such as consumer price
index, that reports an increase in the cost of living.

3. Incentive Payments refer to funds employees receive for meeting performance or

output goals as well as to seniority and merit pay. Companies provide these forms of
compensation to influence employee behavior, improve productivity, and reward
employees for their years of services or their strong job performance.

4. Benefits and services include paid time-off, health insurance, deferred income
such as pension and profit-sharing programs, company cars, fitness club
memberships, child care services, and tuition reimbursement. Social security, workers’
compensation and unemployment compensation are three legally required benefits.
Benefits may also come in the form of protection programs, such as life and health
insurance and pensions and retirement plans.

8 Components of an Effective Employee Compensation Plan

1. Statement of overall objectives. This should explain how the rewards program
supports the needs of the business, employees, shareholders, and/or customers. each
reward element should have a defined role.

2. Relative importance of compensation. The compensation plan should explain how

the rewards compare with other company identifiers. In other words, is your company
known for something such as technology, culture, size, or leadership? Is your
company known for its pay programs? Do you want it to be? Do you consider your
compensation plan to be an important part of your company’s reputation?

3. Performance measures. The compensation plan should identify the performance

criteria to be rewarded and should define the measurement levels. It should outline
the degree that rewards are expected to drive employee actions.

4. Competitive reference points. The plan should describe the comparative group for
your rewards package. This might be your industry and/or geographic competitors, for
example. The key is to define the program benchmarks.

5. Competitive positioning. Describe your desired position vs. the market in the last
point. For example, do you want to provide salaries consistent with the industry
average? Or do you want to establish yourself as a company who provides premium
pay over the competition? No matter what your position is, be transparent an state the
intent. If your intended positioning is below the industry average, be sure to explain
why. Lack of information will only allow rumors to circulate.

6. Internal equity and consistency. Will your strategy be consistent? Will it apply to all
employee groups? Employees will look for fair and uniform treatment without
favoritism before groups. You also need to decide whether you will choose between
internal and external consistency or try to balance the two.

7. Communication and involvement of employees. How much program information will

be disclosed? While the devil may be in the details, you shouldn’t worry about getting
into the weeds over point-by-point program specifics when laying out your rewards
strategy statements.

8. Governance. The program should be reviewed and refreshed; the frequency and
responsibility for review needs to be established before proceeding to the next level.

Compensation Structure in the Philippines

Labor and Social Legislation

The Labor Code of the Philippines, otherwise known as Presidential Decree No. 442,
governs all employee-employer relations, their rights, and obligations. Payroll Salary
Compensation and Benefits in the Philippines is provided under the Labor Code of the
Philippines and other relevant laws.

Payroll Salary Compensation, Benefits, Wage, and Wage-Related Benefits Overview

§ At least the minimum wage per region and/or sector

§ Holiday wage and overtime pay for work during holidays or rest days
§ Overtime pay when working in excess of 8 hours
§ Service Incentive Leave: 5 days of vacation per year of service
§ Parental Leaves (Maternity, Paternity, and Solo parent leaves)
§ Other leaves
§ 13th month
§ Separation pay

Wage and Wage Related Benefits

1. Minimum Wage. The Wage Rationalization Act, Republic Act No. 6727, sets the
minimum wage rates applicable per region, province, and industry sector. The industry
sectors are: non-agricultural, agriculture (plantation and non-plantation), cottage and
handicraft, retails and service sectors. Minimum wage may vary depending on the
number of employees and gross-sales of an enterprise and its industry sector. As of
June 2016, the minimum wage of non-agricultural workers in Metro Manila is Php 537
inclusive of COLA.

2. Overtime. Minimum wage is based on a workweek of 40 hours or 8 hours per day.

The daily 60 minute mandatory lunch break is not included in the 8-hour workday and
is not compensated. Overtime pay rates vary depending on when the overtime work
takes place: regular workday, holiday, rest day, or night (between 10 pm to 6 am).

Overtime Rates:

§ Regular workday: plus 25% of the hourly pay rate

§ Rest day, regular/special holiday: plus 30% of the hourly rate on said day

3. Premium Pay. Premium pay is given on non-working days (rest days/special

holidays)

There are Three Special Holidays:

§ Ninoy Aquino Day

§ All Saints Day
§ Last Day of the Year

Premium Pay Rates:

§ On a rest day or special holiday, an employee is entitled to an additional 30%

of his daily basic rate, or a total of 130%.
§ On a rest day, which is also a special holiday, an employee is entitled to an
additional 50% of his daily basic rate, or a total of 150%.
§ On a regular holiday, which is also an employee’s rest day, an employee is
entitled to an additional 30% of the regular holiday rate of 200%, or a total of
260%. Note that this is only applicable to employees covered by the holiday-
pay rule.

The “No Work, No Pay” principle applies during special non-working days and such
other special non-working days as may be proclaimed by the President of the
Philippines. Workers who are not required or permitted to work on these days are,
therefore, not entitled to any compensation. This, however, is without prejudice to any
voluntary practice or CBA providing for payment of wages and benefits for declared
special days even if unworked.

4. Holiday Pay. The Labor Code requires the payment of an employee’s daily basic
wage for all non-working regular holidays. There are 12 regular and three special non-
working holidays in the Philippines.

The 12 Regular Holidays are (Republic Act No. 9849):

§ New Year’s day

§ Maundy Thursday
§ Good Friday
§ Araw ng Kagitingan
§ Labor Day
§ Independence Day
§ National Heroes’ Day
 § Eidl Fitr
§ Eidl Adha
§ Bonifacio Day
§ Christmas Day
§ Rizal Day

Rate Example:

If work is accomplished on a regular holiday (up to 8 hours), an employee is

entitled to at least twice (200%) of his basic wage. If the holiday corresponds to a
scheduled rest day, the employee is entitled to an additional 30% based on his regular
holiday rate of 200%, which comes to a total of at least 260%.

Absences

§ All covered employees shall be entitled to holiday pay when they are on leave
of absence with pay on the workday immediately preceding the regular holiday.
Employees who are on leave of absence without pay on the day immediately
preceding a regular holiday may not be paid the regular holiday pay if they do
not work on such regular holiday.

§ Employers shall grant the same percentage of the holiday pay as the benefit
granted by competent authority in the form of employee’s compensation or
social security payment whichever is higher, if the employees are not reporting
for work while on such leave benefits.

§ Where the day immediately preceding the holiday is a non-work day in the
establishment or the scheduled rest day of the employee, he/she shall not be
deemed to be on leave of absence on that day, in which case he/she shall be
entitled to the holiday pay if he/she worked on the day immediately preceding
the network day or rest day.

§ Successive Regular Holidays. Where there are two (2) successive regular
holidays, like Maundy Thursday and Good Friday, an employee may not be
paid for both holidays if he/she absents himself/herself from work on the day
immediately preceding the first holiday, unless he/she works on the first holiday,
in which case he/she is entitled to his/her holiday pay on the second holiday.

5. Night Shift Differential. For work done between the hours of 10 pm to 6 am,
employees are entitled to Night Shift Differential (NSD), which represents an additional
10% to the regular wage for each hour of work performed.

6. Service Charges. Employees of employers collecting service charges are entitled

to an equal share in the 85% of the total of such charges, except managerial
employees. The remaining 15% of the charges may be retained by the management
to answer for losses and breakages and for distribution to managerial employees, at
the discretion of the management in the latter case. Service charges are collected by
most hotels and some restaurants, night clubs, cocktail lounges, among others.
Exceptions to Coverage of Benefits are granted under the provisions on Overtime,
Premium, Holiday, Night Shift, Differential Pays, and Service Charges.

7. Service Incentive Leave. Every employee who has rendered at least one (1) year
of service is entitled to a Service Incentive Leave (SIL) of five (5) days with pay. SIL
may be used for Sick and Vacation Leave purposed. The unused SIL at the end of the
year can be converted into cash using the salary rate at the date of conversion. It is
the employer’s prerogative to grant additional vacation leave.

8. Parental Leaves. The Labor Code of the Philippines covers three different types of
parental leaves: maternity leave, paternity leave, and solo-parent leave.

§ Maternity leave. Whether married or not, each pregnant employee is entitled

to a maternity leave benefit of 60 days for a normal delivery or miscarriage, or
78 days for a caesarean delivery, for up to four pregnancies. For the duration
of the maternity leave, the employee receives a fraction of his regular monthly
salary from the company, which is in turn reimbursed by the SSS. It is common
for companies to give the whole regular pay and shoulder what is not covered
by the SSS.

§ Paternity leave. All married male employees are entitled to a 7-day paternity
leave for the delivery or miscarriage of his legitimate spouse with whom he must
live, for up to four pregnancies. The paternity leave is at the cost of the employer
and is not reimbursed by the SSS.

§ Solo-parent leave. In addition to parental leaves at the time of a child’s birth,

the Philippine Labor Code drew a special leave for solo-parent employees as
described in the Solo Parents Welfare, Republic Act No. 8972. The employee
must have been working for at least a year to be entitled to a solo-parent leave,
which allows him to 7 working days of leave in a year.

Expanded Maternity Leave Republic Act No. 11210

Coverage: Female employees who gave birth starting March 11, 2019

Benefits:

§ 105 days paid leave for live birth

§ 7 days leave transferrable to fathers
§ 15 days additional paid leave for Solo Parents under RA 8972
§ 30 days additional leave without pay (optional)
§ 60 days paid leave for miscarriage and emergency termination of pregnancy

Amount of Benefits:

Employer shall pay the salary differential which is the difference between the full
salary and the actual cash benefit received from SSS
 Requirements:

§ Female employee must have paid at least 3 monthly contributions to the

SSS in the 12 month period immediately preceding the semester of her child
birth, miscarriage, or emergency termination of pregnancy
§ Female employee must have notified the employer of her pregnancy and
the probable date of her childbirth

9. Other Leaves

Gynecological Leave. A female employee having rendered continuous aggregate

employment service of at least six (6) months for the last twelve (12) months shall be
entitled to a special leave benefit of two (2) months with full pay based on her gross
monthly compensation following surgery caused by gynecological disorders.

Victims shall be entitled to take a paid leave of absence up to ten (10) days in addition
to other paid leave of absence under the Labor Code and Civil Service Rules and
Regulations, extendible when the necessity arises as specified in the protection order.

10. 13th Month Pay. Each year, a 13th month pay is given to all rank-and-file
employees. By law, this benefit must be paid before December 24th and is mandatory.
Employees who have resigned or have been severed from the company before the
payment of 13th month pay are still entitled to it in proportion to the length of time they
worked for during that year. The 13th month pay must be at least 1/12th of the total
basic salary of each employee earned during that calendar year.

11. Separation Pay. Following the labor code of the Philippines, Articles 283 and 284
state that an employee can claim separation pay if his contract is ended under
authorized causes. According to Article 282, an employee terminated for just cause
(neglect of duties, fraud, crime, etc.) is generally not entitled to separation pay.

A separation pay of ½ month pay for every year of service can be claimed under the
following authorized causes:

§ Retrenchment of person for loss prevention

§ Cessation of operation of a branch not due to serious losses or financial
difficulties
§ If the employee has contracted a disease not curable within 6 months and that
his presence at work can be harmful to himself or his co-workers

A separation pay of 1 month pay for every year of service can be claimed under the
following authorized causes:

§ Labor-saving devices installed by the employer

§ Redundancy of the employee’s services for the company
§ Impossibility to reinstate the employee to his former position or to an equivalent
position for reasons outside of the employer’s power.
The employer has the right to terminate the contract of an employee following any of
the above-authorized causes through a written notice to both the employee and the
Department of Labor and Employment of the Philippines at least one month before the
contract cessation date.

12. Retirement Pay. All employees from the private sector may retire from age 60 up
to age 65, at which retirement becomes compulsory, and must have served the
establishment for at least 5 years. Retirement pay must at least be equivalent to half
of a month’s salary for each year of service and a fraction of at least 6 months is
therefore considered as one whole year. One “half-month salary” must include the
following:

§ 15 days salary based on the last salary pay

§ The pay equivalent of a five days incentive leave
§ 1/12th of the 13th month pay

Therefore, one half-month salary is equivalent to 22.5 days.

Minimum Retirement Pay = Latest daily pay rate x 22.5 days per month x number of
years of service

Depending on the agreements between the employer and the employee, other
benefits can be included in the retirement pay such as a Collective Bargaining
Agreement.

13. Gross Benefits & De Minimis Benefits. To reward employee performance and
to set incentive, it is common for employees to give compensations in cash or in kind
to employees. According to the Philippine regulations, these benefits are exempt of
taxes under certain conditions. Following the tax code, benefits received are excluded
from the computation of gross income as long as it remains below 82,000.00. “Gross
benefits” include the 13th month pay, Christmas bonuses, productivity and incentive
bonuses, and other benefits of the same nature in cash or in kind. In addition to that,
compensations of small value, called De Minimis benefits, are also excluded from the
computation of gross income. De Minimis benefits have the purpose to promote the
well-being and efficiency of employees are limited to facilities or privileges or relatively
small size.

De Minimis Benefits include:

§ Monetized unused vacation leave credits, maximum of 10 days per year

§ Medical cash allowance to dependents of employees, maximum of 750 per
semester of 125 per month
§ Rice subsidy, up to 1,500
§ Uniform and clothing allowance, up to 5,000 per year
§ Actual medical benefits, up to 10,000 per year
§ Laundry allowance, up to 300 per month
Social Security System (SSS)

Laws must cover private sector employees under the Social Security System (SSS).
Based on each employee’s gross monthly pay, both the employer and the employee
remit monthly contribution to the SSS. In turn, the SSS benefits cover maternity,
retirement, sickness, disability, and death, and pension benefits.

PHILHEALTH

For all employees covered by the SSS, medical coverage is mandatory and automatic.
Both the employer and the employee contribute equal monthly amounts to the
Philippine Health Insurance Corporation.

HOME DEVELOPMENT MUTUAL FUND

The Home Development Mutual Fund (HDMF), also known as the Pag-Ibig Fund, is
mandatory to all employees who are compulsorily covered by the Government Service
Insurance System (GSIS, for Government Employees) or the SSS.

§ Savings
§ Short-term loans
§ Access to low cost housing programs

DOLE

The Department of Labor and Employment (DOLE) is the national government agency
mandated to formulate and implement policies and programs, and serve and the
policy-advisory arm of the Executive Branch in the field of labor and employment.

Self-Help: You can also refer to the sources below to help you
further understand the lesson:

*Campion, E. D., Campion, M. C., & Campion, M. A. (2017). Best practices in

incentive compensation bonus administration based on research and
professional advice. Compensation and Benefits Review, 49(3), 123-134.
doi:http://dx.doi.org/10.1177/0886368718777335

*Miller, B. (2020). Avoiding fraud in workers’ compensation administration.

Brentwood: Newstex. Retrieved from https://search.proquest.com/blogs,-
podcasts,-websites/avoiding-fraud-workers-
compensation/docview/2377225880/se-2?accountid=31259
 Big Picture in Focus: ULOb. Rationalize an effective total rewards
strategy.

Metalanguage

Below are the essential terms that are operationally defined for you to better
understand this section of the course.

1. Total rewards program. This constitute all the things a business uses to attract
employees including salary, bonuses, incentive pay, benefits, and employee growth
opportunities.

2. Retention Rate. This pertains to a metric that measures the percentage of

employees who remain employed over a specific period.

Essential Knowledge

Total rewards strategy encourages organizations to move toward a pay-for-

performance philosophy providing opportunities for top performers to earn higher base
salaries through a well-defined performance evaluation program embracing a
meritocracy culture. In order for continuous improvement to occur, supervisors must
provide ongoing coaching and feedback as part of the performance evaluation
process.

TOTAL REWARDS STRATEGIES

Total Rewards Strategy Definition

Compensation
Base pay Wages and salaries
Merit pay Base-pay increases based on employee
performance
Incentives Cash bonuses based on employee
performance
Promotions Base-pay increases based on potential
to perform new job
Pay increases Base-pay increases based on length of
service with the organization
 Benefits

Health and welfare Payment for injuries and illness both on

off the job

Paid time off Payment for vacation time or excused

days from work

Retirement Payment for work no longer performed

based on length of employment

Personal Growth

Training Skill development through on or off the

job instructions

Career development On-the-job coaching to develop skills

Performance management Ongoing goal-setting and feedback to

develop skills

The most successful total rewards initiatives are guided by a project team from start
to finish. By assembling the right team, you greatly boost your chances of success.

ASSEMBLING THE RIGHT PROJECT TEAM

Naming the Project Leader

As your first step in assembling the team, think about whom you’ll designate as the
project leader. The best leaders are senior HR professionals with project management
and total rewards experience – they encourage ongoing communication between the
project team and top management, and lend credibility to the project.

Selecting Additional Members

The team might include a consultant from outside the organization. This individual can
bring technical knowledge to the project, wisdom gained from experiences with similar
organizations, and project management skills. An outsider may also have a more
objective view of the implementation process.
In addition, the project team should show employee representation. If your
organization has unionized employee, then the team should include a union official.
By involving the union in the project, you will have a better chance of gaining its support
for proposed total rewards strategies. Likewise, be sure the project team includes one
or two high performing and well-liked employees from the non-union workforce. By
representing the interest of non-union employees who will be affected by the new total
rewards plan, these individuals further increase your chances of gaining buy-in from
the workforce.

You will need team members who bring expertise in finance, employment law, and HR
information and payroll systems, as well as someone to represent the middle and
lower layers of management in your organization. Lastly, the team should include
several HR professionals with extensive total rewards experience and the ability to
develop policies and procedures. You can also consult a legal expert during and after
the design phase rather than throughout the entire implementation process.

Clarifying Team Members Role

Each member of the project team should start off with a clear understanding of his or
her role. Team structure shows how one project team organized themselves. As this
suggests, ultimate authority for the total rewards project resides with senior
management, while the project task force and consultants coordinate the effort.

A separate subcommittee, each headed by a project team member who reports back
to the larger task force, takes responsibility for each element of the company’s
compensation system.

PHASES OF TOTAL REWARDS PROGRAM

Phase One: Assessment

During the assessment phase, the project team evaluates the company’s current total
rewards system and generates ideas for improving it. In this phase, task include
conducting focus groups and industry benchmark surveys, examining current reward
strategies and employee attitudes toward them, reviewing rewards related literature,
and creating a report documenting the team’s findings and recommendations.

Phase Two: Design

During the design phase, the project team identifies which employee and
organizational attributes to reward and which types of rewards to offer. The team
should consider the full range of reward strategies, including compensation, benefits,
personal and professional development, and work environment.

Phase Three: Execution

Once the project team has designed a total rewards system, it moves to the execution
phase of the implementation process - putting the new system in place in the
organization. During this phase, the team must consider numerous issues.

Phase Four: Evaluation

In this phase, the project team compares the actual results of the executed total
rewards strategies against the desired results.

BENEFITS OF A TOTAL REWARDS STRATEGY

§ Improving the ease of recruitment. The more items or inducements that you are
able to put on the table, the stronger the case you make for selling your
organization which can help you bring high-performing candidates on board.

§ Signaling that you are a progressive company. Employees like to be associated

with a well-known, well-considered company. A positive, well-respected brand
makes it easier to draw in quality candidates.

§ Increasing employee engagement without increasing costs. Happy, engaged,

connected employees will spread the word that they like where they work. Over
time, that builds and solidifies company reputation as a good place to work.

§ Increasing retention rates. Positive messages of caring will help with employee
retention. The better the overall work environment, the more reluctant an
employee would be to leave.

PERSONAL AND PROFESSIONAL DEVELOPMENT

Personal and professional development opportunities – such as training, career

development, and performance management – can constitute valuable rewards for
employees. From the employer’s perspective, personal and professional development
is good only if it enables workers to acquire special skills that add value to the
enterprise. For this reason, companies must walk a fine line in including personal and
professional growth opportunities in their total reward systems to provide development
experiences valued by employees that also serve the organization’s strategic needs.

WORK ENVIRONMENT

A positive work environment can be an important component in an organization’s total

rewards strategy. This includes job design, recognition, and work/life balance.

§ Job Design. This includes both physical and psychological characteristics of a

job. Psychological characteristics include employee’s perception of whether the
work is meaningful or challenging, whether the job affords autonomy, and
whether the person identifies with the role.

§ Recognition. According to some studies, many employees prefer non-financial

rewards over financial ones. Note, however, that these studies ask individuals
to self-report their preferences. Though people say that non-financial rewards
are more important to them, evidence about what people actually do shows that
pay is equally, if not more important to most employees.

§ Work/Life Balance. Though work/life balance can take many forms, most of the
research to date have focused on flexible work schedules and compressed
work weeks. Flexible work schedules exert a more positive impact on
performance while compressed work schedules improve employee attitudes.

ADVANTAGES OF HAVING A TOTAL REWARD IN ORGANIZATIONS

§ Employee Retention.
§ Employee Performance
§ Controllable Expenses
§ Program Administration

DISADVANTAGES OF HAVING A TOTAL REWARD IN ORGANIZATIONS

§ Lag the market

§ Appropriate Mixture
§ Self-focus and Competition
Self-Help: You can also refer to the sources below to help you
further understand the lesson:

*Farrand, L. (2016). How to build a 21st-century total reward strategy. Employee

Benefits, Retrieved from https://search.proquest.com/trade-journals/how-
build-21st-century-total-reward-strategy/docview/1790525424/se-
2?accountid=31259

*Nair, R. (2019, 08). Is your total rewards strategy still effective? Recognition and
Engagement Excellence Essentials, Retrieved from
https://search.proquest.com/magazines/is-your-total-rewards-strategy-still-
effective/docview/2307435350/se-2?accountid=31259