Innovative Reward Systems for the Changing WorkplaceThis text offers an alternative to reward systems of the hierarchical command-and-control organization. Its Reward Right Model should help organizations to develop a reward system grounded in collaboration, not combat. Featuring four case studies from different areas of business, this guide shows human resources managers how to achieve greater employee productivity by restructuring such reward system components as base pay, variable pay, performance management and recognition. |
Contents
The Changing Workplace | 1 |
Why Be Concerned about Reward Systems? | 18 |
The Fundamentals of Reward Systems | 33 |
Copyright | |
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Common terms and phrases
achieve areas assessment awards base salary celebrations challenge change efforts Chapter collaboration compensation competencies competitive consequences continue contributions costs create criteria customers define desired behaviors determine develop Edwards Deming effective employees environment executives feedback Figure firm firm's focus focused Fortune magazine function goals human behavior human resource impact implement important improvements incentive plan individual involved Jack Welch management by objectives mance marketplace meaningful ment merit pay negative reinforcement operational opportunities organization organizational overall participants pay increases pay levels payout percent performance appraisals performance management performance measures positive reinforcement primary rates receive reflect requirements return on investment reward programs reward strategy reward systems risk role salary range seek senior managers share skills special recognition specific stock options supervisor talent target group task tion total quality management understand variable pay plan WECo.'s