Kevin F. Hallock is the Donald C. Opatrny '74 Chair of the Department of Economics and Joseph R. Rich '80 Professor and Professor of Economics and of Human Resource Studies at Cornell University in Ithaca, New York. He is also the Director of the Institute for Compensation Studies at Cornell. He previously served as Chair of Cornell's Financial Policy Committee. Professor Hallock is also a Research Associate at the National Bureau of Economic Research in Cambridge, Massachusetts, and Distinguished Principal Researcher on Executive Compensation at The Conference Board. He serves on the compensation committee of Guthrie Health and is a member of the WorldatWork Association Board. He has published in numerous academic journals including The American Economic Review, the Journal of Economic Perspectives, the Journal of Corporate Finance, Labour Economics, the Journal of Public Economics and the Industrial and Labor Relations Review. His work has been discussed in the Wall Street Journal, The New York Times, Barron's, Business Week and Newsweek. He has authored, edited, or co-edited ten volumes and holds a PhD in Economics from Princeton University.

'Few topics are more fascinating to us and yet more difficult to discuss in polite company than what other people are paid. Kevin Hallock's Pay tells us what different jobs pay, why they are paid that way, and why figuring out the best way to pay different jobs is so challenging. An amusing and insightful read.' Peter Cappelli, University of Pennsylvania

• Part I. How Hard Can This Be?: 1. Common sense, economics, and 'HR'?: how to pay; 2. Wages, the wage distribution, and wage inequality; 3. The facts: who makes what and what are their characteristics?; 4. The difference between wages and total compensation: is there a difference between employee value of compensation and the cost to companies?; Part II. How Organizations Set Pay Structure and Why: 5. Business strategy and compensation strategy: where you work matters; 6. What's in a job?: Job analysis, job evaluation, and internal comparisons; 7. Matching the internal organizational structure to the right market data: how and how much to pay; 8. Paying executives, athletes, entertainers and other 'superstars'; Part III. How People Are Paid Can Mean As Much As How Much They Are Paid: 9. Evaluating performance, incentives, and incentive pay; 10. Stock and stock options; 11. Pay mix: why offer benefits? Would employees prefer cash?; 12. International compensation; 13. Compensation in nonprofit organizations; Part IV. What You Can Do To Make More and Conclusions: 14. What you can do now to make more now and later; 15. Concluding thoughts.