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Managing Employee Performance and Reward
Concepts, Practices, Strategies

$84.00 USD

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About the Authors
  • 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.

    • 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
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    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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    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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  • Author

    John Shields, University of Sydney
    John Shields is a Senior Lecturer in human resource management in the Work and Organisational Studies Discipline at The University of Sydney.

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