Barry Gerhart received his B.S. in psychology from Bowling Green State University and his Ph.D. in industrial relations from the University of Wisconsin-Madison. He is professor of management and human resources and Bruce R. Ellig Distinguished Chair in Pay and Organizational Effectiveness, Wisconsin School of Business, University of Wisconsin-Madison. Dr. Gerhart serves on the editorial boards of and has published in the Academy of Management Journal, Industrial and Labor Relations Review, International Journal of Human Resource Management, Journal of Applied Psychology, Management and Organization Review, and Personnel Psychology. He is a recipient of the Heneman Career Achievement Award, the Scholarly Achievement Award, and the International Human Resource Management Scholarly Research Award from the Academy of Management. He is a Fellow of the Academy of Management, the American Psychological Association, and the Society for Industrial and Organizational Psychology.

• Part One: Introducing the Pay Model and Pay Strategy1. The Pay Model2. Strategy: The Totality of DecisionsPart Two: Internal Alignment: Determining the Structure3. Defining Internal Alignment4. Job Analysis5. Job-Based Structures and Job Evaluation6. Person-Based StructuresPart Three: External Competitiveness: Determining the Pay Level7. Defining CompetitivenessAppendix 7-A: Utility Analysis8. Designing Pay Levels, Mix, and Pay StructuresPart Four: Employee Contributions: Determining Individual Pay9. Pay-for-Performance: Theory and Evidence10. Pay-for-Performance: Types of Plans11. Performance AppraisalsAppendix 11-A: Balanced Scorecard Example: Department of Energy (Federal Personal Property Management Program)Appendix 11-B: Sample Appraisal Form for Leadership Dimension: Pfizer PharmaceuticalPart Five: Employee Benefits12. The Benefit Determination Process13. Benefit OptionsPart Six: Extending the System14. Compensation of Special Groups: Executives and Others15. Union Role in Wage and Salary Administration16. International Pay SystemsPart Seven: Managing the System17. Government and Legal Issues in Compensation18. Management: Making It Work21. Mergers, Acquisitions, and Corporate Control22. International Financial Management23. Options24. Risk ManagementPart Eight: Conclusion25. What We Do and Do Not Know about FinanceAppendix A: Present Value and Future Value Table