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Control of Flaxleaf Fleabane (Conyza bonariensis) in Wheat and Sorghum
- Hanwen Wu, Steve Walker, Geoff Robinson, Neil Coombes
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- Journal:
- Weed Technology / Volume 24 / Issue 2 / June 2010
- Published online by Cambridge University Press:
- 20 January 2017, pp. 102-107
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Flaxleaf fleabane is a difficult-to-control weed in dryland minimum tillage farming systems in the northeast grains region of Australia. Experiments were conducted between 2003 and 2005 to identify effective control strategies on flaxleaf fleabane in wheat and sorghum. A preplant application of chlorsulfuron at 15 g ai/ha in wheat controlled flaxleaf fleabane ≥ 90%. The efficacy of early postemergent applications of metsulfuron–methyl at 4.2 g ai/ha varied between years. However, the flaxleaf fleabane was controlled > 85% with metsulfuron–methyl at 4.2 g ai/ha plus MCPA at 420 g ae/ha plus picloram at 26 g ae/ha, or metsulfuron–methyl followed by late postemergent 2,4-D amine at 300 g ae/ha. In sorghum, a preplant application of glyphosate at 900 g ae/ha plus 2,4-D amine at 900 g ae/ha or dicamba at 500 g ae/ha at 1 mo before sorghum planting provided ≥ 95% control. Preplant atrazine at 2,000 g ai/ha controlled flaxleaf fleabane 83 to 100% in sorghum. At-planting atrazine at 2,000 or 1,000 g ai/ha can be applied to control new emergence of flaxleaf fleabane and grasses, depending on the weed pressure and spectrum. Flaxleaf fleabane reduced sorghum yield 65 to 98% if not controlled.
Figures and tables
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp vii-ix
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Index
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp 432-440
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Managing Employee Performance and Reward
- Concepts, Practices, Strategies
- 2nd edition
- John Shields, Michelle Brown, Sarah Kaine, Catherine Dolle-Samuel, Andrea North-Samardzic, Peter McLean, Robyn Johns, Patrick O’Leary, Geoff Plimmer, Jack Robinson
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- 16 August 2019
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- 01 October 2015
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Now in its second edition, Managing Employee Performance and Reward continues to offer comprehensive coverage of employee performance and reward, presenting the material in a conceptually integrated way. This new edition has been substantially updated and revised by a team of specialist contributors, and includes: An increased focus on employee engagement and the alignment between the organisation's goals and the personal goals of employeesExpanded coverage of coaching, now a leading-edge performance enhancement practiceExtensive updates reflecting the major changes in employee benefits in recent years, as organisations strive to attract and retain talentUpdated coverage of executive salaries and incentives in the contemporary post-GFC environment.This popular text is an indispensable resource for both students and managers alike. Written for a global readership, the book will continue to have particular appeal to those studying and practising people management in the Asia-Pacific region.
Part 1 - The fundamentals
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp 1-2
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Summary
The fundamentals
It is appropriate that we begin our journey by considering those ideas, concepts, propositions and debates that are fundamental to a rounded understanding of employee performance and reward management and, equally, to well-informed and effective practice in these fields.
The three chapters in part 1 are devoted to this end. Chapter 1 seeks to clarify the meaning, nature and purpose of our two focal human resource processes: performance management and reward management. While our treatment of the ‘what’ and ‘why’ of performance and reward management is written from an explicitly prescriptive-descriptive perspective, the treatment is neither wholly management-centred nor uncritical.
Building on this foundational knowledge, the two accompanying chapters consider, respectively, the psychological, motivational and strategic basics of performance and reward management. These chapters offer frameworks for practising performance and reward management in both a psychologically aware and a strategically informed manner. The development, implementation and maintenance of effective performance and reward management systems require simultaneous attention to each of these fundamental dimensions.
By ‘psychological’ dimensions we mean the attitudes, perceptions, values and emotional (or ‘affective’) states that prefi gure the observable actions-or behaviour-of individual employees, or at least that seem to predispose individuals towards certain behavioural actions rather than others. While ‘motivation’ is undoubtedly the most widely acknowledged and theorised of all work attitudes, as we shall see, there are others that may be no less salient or infl uential, including those that are grounded more in perception and in deeply held values and emotions than in dispassionate or rational cognition.
16 - Executive incentives
- from Part 4
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- By John Shields, University of Sydney, Jack Robinson, Victoria University of Wellington, Geoff Plimmer, Victoria University of Wellington
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp 336-366
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Summary
In this chapter we examine the trends, practices and debates associated with incentives for those employees at the top of the management hierarchy, namely senior executives, but with particular attention to incentive plans for chief executive officers (CEOs). We begin by considering the place and role of hired executives in corporate governance as well as three influential theories of executive motivation, behaviour and reward: tournament theory, agency theory and managerial power theory. We then review the main components of executive reward, as well as trends in CEO reward level and composition in a number of developed countries in recent years. Scrutiny from the public, media, policy makers and academics increased following the global financial crisis (GFC) of 2007–08, particularly in relation to the role of consultants, boards of directors and shareholders in setting rewards. Concurrent with job losses and stagnant wages in many countries, there is a perception that CEO rewards continues to rise unabated, regardless of CEO performance. We consider recent research on these points. Attention then turns to the various short-term and long-term incentive plans and associated techniques, including performance targets or ‘hurdles’, currently applied to executives. Next, we examine the academic research evidence and arguments regarding the effectiveness of executive reward practices, particularly the extent of the association between company performance and executive pay outcomes. Applying a multi-stakeholder perspective, the final section canvasses some of the main implications for effective executive reward practice. We discuss this with reference to the GFC, which some argue was caused in part by how executive incentives were organised.
Corporate governance and executive motivation and reward
The defining feature of the modern publicly listed company is the separation of ownership and control (Berle & Means 1932) and the consequent need for a formal system of internal ‘corporate governance’ aimed at maintaining alignment of interest between (1) the firm’s owners (i.e. the shareholders); (2) those appointed to oversee the firm’s operations in the shareowners’ collective interests (the directors); and (3) executives hired by the board to manage the firm’s day-to-day affairs. As such, the essence of ‘corporate governance’ is the maintenance of a constructive relationship between these three key ‘stakeholder’ groups, but particularly between shareholders and their boardroom representatives on the one hand and salaried executives on the other.
Part 2 - Performance management in action
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp 77-77
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Summary
Performance management in action
The three chapters in part 2 examine the key concepts, techniques and processes associated with the management of employee performance. In chapter 1 we observed that, from a descriptive ‘cybernetic’ (i.e. systems) perspective, work performance may be thought of as having three horizontal or process dimensions – that is, inputs (knowledge, skills and abilities), task effort and other types of work behaviour, and outcomes or results; and three vertical or scalar dimensions – that is, individual, group and organisation-wide performance. By definition, the methods that accentuate behaviour and competency have an individual focus.
Chapters 4 and 5 examine the main performance management methods or techniques associated with each of these dimensions. Chapter 4 considers those approaches to performance management that are results-focused. Chapter 5 will then consider the methods and techniques that are behaviourally focused and examine the concepts and techniques that emphasise performance inputs or capacities in the form of performance competencies. Chapter 6 , the fi nal chapter in part 2 , examines both the provision of performance feedback to individual employees and practices directed towards performance development, including coaching.
Contributors
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp x-xii
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14 - Collective incentives
- from Part 4
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- By John Shields, University of Sydney, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp 291-319
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Summary
This chapter concerns collective incentive plans. We begin by outlining the general rationale for such plans and by overviewing the four main plan types: profit-sharing, gainsharing, goal-sharing and team incentives. Subsequent sections explore each of these four plan types in more detail, noting the advantages and disadvantages of each. Consistent with the approach taken in earlier chapters, a final section considers the circumstances in which each approach would be most and least appropriate.
Collective incentives – rationale and options
Rewarding employees for their collective performance represents a fundamental departure from a focus on rewarding individual performance. In certain contexts, collective rewards may have decided advantages over individual incentives. Indeed, individual incentives may be quite dysfunctional in organisations where work is organised on interdependent and cross-functional lines and where results are predicated on a high degree of inter-employee cooperation. Interdependence of this type is one of the hallmarks of an organic organisational structure and a high-involvement management style. In such organisations, it may be neither possible nor logical to attribute performance to specific individuals, since what counts is collective effort and contribution. Collective incentives may encourage employees to work collaboratively to achieve goals that require teamwork and cooperation. Moreover, they may provide the basis for a ‘win–win’ situation in which all stakeholders – employees, management, clients or customers, and owners or shareholders – benefit by means of a meaningful co-partnership aimed at all-round performance enhancement. Accordingly, collective incentive schemes are more likely to elicit organisational citizenship behaviour than individual schemes. In addition, collective incentives may empower employees by giving them more control over how they work and what they achieve. Collective plans are also likely to encounter less opposition from trade unions than are individual incentive plans. This is primarily because collective incentives focus on transparent results-based performance criteria rather than on individual behavioural assessment. In general, collective plans are also amenable to collective bargaining, employee involvement and more egalitarian pay outcomes. Indeed, the future of collective incentive plans seems assured. As work itself becomes more interdependent, and as the need for cooperation increases, so the need for reward systems that reinforce group cohesion and collective effort and effectiveness will increase.
Case Study: Bizarre bonuses? Gender pay inequity at Flinders Bank
- from Part 3 - Base pay and benefits
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp 236-238
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Part 5 - System change and dynamic alignment
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp 367-367
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Summary
System change and dynamic alignment
Having now laid out all of the pieces of the performance and reward puzzle, it is time for us to consider how to go about assembling these elements into a coherent whole. In this concluding chapter, we detail the alignment model approach to assembling the various concepts, practices and strategies explored in parts 1–4 into an integrated and strategically aligned whole. Specifically, we examine the requirements for and challenges associated with performance and reward system review and the steps involved in system change and development. Although our approach here is primarily prescriptive in nature, our prescriptions also draw on a range of insights available in the empirical or descriptive and critical literatures that have been referred to at various points throughout the text.
Part 3 - Base pay and benefits
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
- Published online:
- 16 August 2019
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- 01 October 2015, pp 161-161
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Summary
Base pay and benefits
Having considered the key psychological and strategic dimensions to understanding the employment relationship, as well as the three main approaches to managing employee performance, we can now turn our attention to the second of the two human resource management processes with which this book is concerned, namely, the management of employee reward and, in particular, the management of employee pay or remuneration. A remuneration system typically comprises three main elements: base pay, benefits and performance-related pay. In designing any remuneration system careful attention should be paid to three key considerations: first, the relative role that each of these three components will play in total remuneration; second, the practices that will be drawn on to configure each component; and third, the target level of total remuneration for each position.
The four chapters in part 3 cover base pay and benefi ts. Chapter 7 considers the rationale for base pay, the main options for confi guring base pay, the general strengths and weaknesses of each approach, and the incidence of each. It then details the pay structures associated with each option, while chapters 8 and 9 discuss the evaluation methods and processes associated with the development of pay systems based on each of these approaches. Chapter 10 then examines the logic of employee benefit plans and the main options for confi guring such plans.
Frontmatter
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp i-iv
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Contents
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp v-vi
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Part 4
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp 239-239
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Summary
Rewarding employee performance
Having considered the main options and processes associated with base pay and benefits, we can now consider the remaining major area of reward practice, namely, performance-related rewards. Also known as ‘incentive plans’, these are rewards that are contingent or ‘at risk’ in some way, rather than being ‘fixed’ or ‘guaranteed’, as is the case with more traditional forms of base pay. For this reason, such rewards are also commonly referred to as ‘contingent’ or ‘variable’ pay plans. Moreover, while many such rewards are financial in nature (i.e. performance pay or cash incentives), performance-related rewards may also take a non-financial form.
The six chapters in part 4 offer a detailed coverage of the main types of individual and collective performance-related rewards and of key themes and debates associated with such rewards. Chapter 11 outlines the main types of performance-related rewards, considers some of the general motives for adopting performance-contingent rewards, and overviews the main arguments and supporting evidence for and against such plans. Chapters 12 to 15 examine specifi c types of performance-related reward plans that are commonly applied to line employees and managers, with particular emphasis on plan usage, strengths and weaknesses. Plans covered include individual merit pay; recognition awards; results-based individual incentives; collective short-term incentives; and collective long-term incentive plans in the form of broadly based employee share plans.
References
- John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
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- Managing Employee Performance and Reward
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- 16 August 2019
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- 01 October 2015, pp 394-431
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Contributors
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- By Waiel Almoustadi, Brian J. Anderson, David B. Auyong, Michael Avidan, Michael J. Avram, Roland J. Bainton, Jeffrey R. Balser, Juliana Barr, W. Scott Beattie, Manfred Blobner, T. Andrew Bowdle, Walter A. Boyle, Eugene B. Campbell, Laura F. Cavallone, Mario Cibelli, C. Michael Crowder, Ola Dale, M. Frances Davies, Mark Dershwitz, George Despotis, Clifford S. Deutschman, Brian S. Donahue, Marcel E. Durieux, Thomas J. Ebert, Talmage D. Egan, Helge Eilers, E. Wesley Ely, Charles W. Emala, Alex S. Evers, Heidrun Fink, Pierre Foëx, Stuart A. Forman, Helen F. Galley, Josephine M. Garcia-Ferrer, Robert W. Gereau, Tony Gin, David Glick, B. Joseph Guglielmo, Dhanesh K. Gupta, Howard B. Gutstein, Robert G. Hahn, Greg B. Hammer, Brian P. Head, Helen Higham, Laureen Hill, Kirk Hogan, Charles W. Hogue, Christopher G. Hughes, Eric Jacobsohn, Roger A. Johns, Dean R. Jones, Max Kelz, Evan D. Kharasch, Ellen W. King, W. Andrew Kofke, Tom C. Krejcie, Richard M. Langford, H. T. Lee, Isobel Lever, Jerrold H. Levy, J. Lance Lichtor, Larry Lindenbaum, Hung Pin Liu, Geoff Lockwood, Alex Macario, Conan MacDougall, M. B. MacIver, Aman Mahajan, Nándor Marczin, J. A. Jeevendra Martyn, George A. Mashour, Mervyn Maze, Thomas McDowell, Stuart McGrane, Berend Mets, Patrick Meybohm, Charles F. Minto, Jonathan Moss, Mohamed Naguib, Istvan Nagy, Nick Oliver, Paul S. Pagel, Pratik P. Pandharipande, Piyush Patel, Andrew J. Patterson, Robert A. Pearce, Ronald G. Pearl, Misha Perouansky, Kristof Racz, Chinniampalayam Rajamohan, Nilesh Randive, Imre Redai, Stephen Robinson, Richard W. Rosenquist, Carl E. Rosow, Uwe Rudolph, Francis V. Salinas, Robert D. Sanders, Sunita Sastry, Michael Schäfer, Jens Scholz, Thomas W. Schnider, Mark A. Schumacher, John W. Sear, Frédérique S. Servin, Jeffrey H. Silverstein, Tom De Smet, Martin Smith, Joe Henry Steinbach, Markus Steinfath, David F. Stowe, Gary R. Strichartz, Michel M. R. F. Struys, Isao Tsuneyoshi, Robert A. Veselis, Arthur Wallace, Robert P. Walt, David C. Warltier, Nigel R. Webster, Jeanine Wiener-Kronish, Troy Wildes, Paul Wischmeyer, Ling-Gang Wu, Stephen Yang
- Edited by Alex S. Evers, Washington University School of Medicine, St Louis, Mervyn Maze, University of California, San Francisco, Evan D. Kharasch, Washington University School of Medicine, St Louis
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- Anesthetic Pharmacology
- Published online:
- 11 April 2011
- Print publication:
- 10 March 2011, pp viii-xiv
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Contributors
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- By Phillip L. Ackerman, Neil Anderson, Jens B. Asendorpf, R. Michael Bagby, Michael Harris Bond, Gregory J. Boyle, Andrea L. Briggs, Giles St J. Burch, Turhan Canli, David Canter, Gianvittorio Caprara, Charles S. Carver, Douglas F. Cellar, Gordon Claridge, Susan Cloninger, Elisabeth D. Conradt, Philip J. Corr, Sharon Dawe, Ian J. Deary, Boele De Raad, Edward L. Deci, Colin G. DeYoung, M. Brent Donnellan, Juris G. Draguns, Marko Elovainio, Aurelio José Figueredo, David C. Funder, Paul Gladden, Rapson Gomez, Samuel D. Gosling, Jeremy R. Gray, Robert D. Hare, B. Austin Harley, Edward Helmes, Robert Hogan, Lauri A. Jensen-Campbell, Daniel Nelson Jones, Mika Kivimäki, Jennifer M. Knack, James T. Lamiell, Natalie J. Loxton, Geoff MacDonald, Gerald Matthews, Robert R. McCrae, Mario Mikulincer, Stephanie N. Mullins-Sweatt, Marcus R. Munafò, Vickie Nam, Craig S. Newmann, Rainer Reisenzein, Madeline Rex-Lear, Richard W. Robins, Michael D. Robinson, Mary K. Rothbart, Richard M. Ryan, Gerard Saucier, Michael F. Scheier, Constantine Sedikides, Phillip R. Shaver, Brad E. Sheese, Yuichi Shoda, Ronald E. Smith, Alice F. Stuhlmacher, Rhonda Swickert, Avril Thorne, David D. Vachon, Geneva Vásquez, Michele Vecchione, Seth A. Wagerman, Fiona Warren, Hannelore Weber, Thomas A. Widiger, Pedro Sofio Abril Wolf, Donna Youngs, Moshe Zeidner
- Edited by Philip J. Corr, University of East Anglia, Gerald Matthews, University of Cincinnati
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- Book:
- The Cambridge Handbook of Personality Psychology
- Published online:
- 05 June 2012
- Print publication:
- 16 July 2009, pp xv-xvii
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