Managing Employee Performance and Reward
Concepts, Practices, Strategies
$84.00 USD
- Author: John Shields, University of Sydney
- Date Published: October 2007
- availability: In stock
- format: Adobe eBook Reader
- isbn: 9780511332258
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Managing Employee Performance and Reward critically examines contemporary theory and practice in these central fields of human resource management (HRM), providing a comprehensive overview of the key concepts and topics, and draws on a wide range of case studies to demonstrate the theories. The book provides an analysis of the crucial literature on remuneration and performance management, exploring the main theories, debates and practices. The book seeks to provide students with a thorough understanding of the debates associated with issues of work motivation, pay equity, performance management ethics; the methods of pay and performance management; the systems of performance pay; and the options and issues facing managers. It encourages students to form a critical understanding of the debates it raises by providing an overview of the alternatives.
Read more- Develops an integrated framework for understanding and managing the links between employee attitudes, competencies and behaviours, organisational strategy, human resource practices and performance outcomes
- Provides international case study examples throughout to illustrate experience with particular practices
- Gives an overview of the main debates, enabling students to think critically about the alternative approaches
Reviews & endorsements
'… the book provides the first genuinely academic treatise on the reward management paradigm and should be welcomed.' Industrial Relations Journal
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Review was not posted due to profanity
×Product details
- Date Published: October 2007
- format: Adobe eBook Reader
- isbn: 9780511332258
- availability: In stock
Table of Contents
1. Setting the scene
Part I. The Fundamentals:
2. Performance and reward basics
3. Working with psychology
4. Managing motivation
5. Being strategic and getting fit
Part II. Performance Management in Action:
6. Managing results
7. Managing behaviours
8. Managing competencies
9. Performance review, planning and developing
Case study - Performance assessment at Mercury Couriers
Part III. Base Pay and Benefits
10. Base pay purpose and options
11. Base pay structures
12. Developing position-based base pay systems
13. Developing person-based base pay systems
14. Employee benefits
Case study - soliciting excellence
Part IV:
15. Performance-related rewards: options, aims, efficacy, fairness
16. Merit pay for individual performance
17. Recognition awards
18. Results-based individual incentives
19. Collective short-term incentives for large and small work groups
20. Collective long-term incentives: employee share plans
21. Executive incentives
Case study - Beyond the hard sell: Performance incentives at SouthBank
Part V. Fitting it All Together:
22. System review, change and development.-
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Managing Employee Performance and Reward
John Shields
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