Innovative Reward Systems for the Changing Workplace 2/eMcGraw Hill Professional, 22/12/2002 - 350 páginas Innovative Reward Systems for the Changing Workplace explains the compensation and reward strategies successful companies use to focus, encourage, and achieve high performance. Reward systems authority Thomas Wilson has made this updated edition much more "how-to" and covers important new pay strategies such as "flex compensation," stock options, 360 feedback, and employee ranking. The book includes dozens of creative suggestions and ideas for compensation strategies in any organization. |
Índice
| 1 | |
PART II Implementing Innovative Reward Strategies | 99 |
PART III Putting Rewards into Practice | 273 |
Notes | 355 |
Bibliography | 361 |
Index | 369 |
About the Author | 380 |
Outras edições - Ver tudo
Innovative Reward Systems for the Changing Workplace Thomas B. Wilson Pré-visualização indisponível - 2003 |
Palavras e frases frequentes
ability achieve actions approach areas assessment awards become behaviors build challenge Chapter clear commitment communication compensation competencies competitive consequences continue contributions costs create critical culture customers decisions defined desired determine develop discussed effective efforts employees encourage established examine example executives expected factors feel Figure Finally firm focus frequently function goals human ideas impact implement important improve incentive increase individual investment involved issues levels major managers marketplace meaningful means measures meet ment needs objectives operational opportunities organization organizational payout percent performance performance management period positive practices problem programs rates receive recognition reflect reinforce requirements responsibilities reward systems role salary share situation specific stock options strategy success talent task tion understand unit usually variable pay
Passagens conhecidas
Página 277 - And it ought to be remembered ' that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.
Página 5 - An invasion of armies can be resisted, but not an idea whose time has come.
Página 79 - Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. • Eliminate work standards (quotas) on the factory floor. Substitute leadership. • Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
Página 339 - On the wide, wild sea of human life, as on that where go the ships, the winds and the waves are always on the side of the clever sailor.
Página 57 - If you want to make an apple pie from scratch, you must first create the universe.
Página 357 - The View from the 1990s: How the Global Economy Is Reshaping Corporate Power and Careers Men and women in the white-collar work force still make their lives, as well as their livings, from the possibilities provided to them in their work. But dramatic changes in the shape, structure, and even the importance of the American corporation over the last fifteen years have given those possibilities...
Página 107 - Director of the Center for Effective Organizations at the University of Southern California.
Página 123 - People who say it cannot be done should not interrupt those who are doing it.
Página 229 - There are two things people want more than sex and money - recognition and praise.
Referências a este livro
Keeping Your Valuable Employees: Retention Strategies for Your Organization ... Suzanne Dibble Pré-visualização limitada - 1999 |
Motivation and Emotion: Evolutionary, Physiological, Cognitive, and Social ... David C. Edwards Visualização de excertos - 1999 |