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Author Greene, Robert J. (Robert James), 1940-

Title Rewarding performance : guiding principles; custom strategies / Robert J. Greene

Publ Info New York : Routledge, 2011
 RWU Main Library  HF5549.5.C67 G74 2011    AVAILABLE
 Salve Main Collection  HF5549.5.C67 G74 2011    AVAILABLE
 URI  HF5549.5 C67 G74 2011    AVAILABLE
Descript xii, 288 pages : illustrations ; 26 cm
text rdacontent
unmediated rdamedia
volume rdacarrier
Note Includes bibliographical references and index
Contents Guiding principles -- Human resource management strategy -- Formulating an HR strategy that fits the organizational context -- Vision/mission -- Culture -- Environmental realities -- Organizational realities -- Strategy -- Structure -- Human resource management strategy -- Aligning HR strategies across the organization -- Performance and rewards management -- Appendix: defining and evaluating organizational culture -- Organizational culture -- Generational culture -- National/ethnic culture -- Accommodating workforce cultural characteristics -- Performance management: guiding principles -- Criteria for producing motivation -- Knows what it is -- Able to do it -- Allowed to do it -- Wants to do it -- Defining and measuring performance across levels -- Performance management at the organization-wide level -- Performance management at the business unit/group/team level -- Performance at the individual level -- Rewards management: guiding principles -- Formulating a direct compensation strategy -- Formulating an indirect compensation strategy -- Executing the direct compensation strategy -- Base pay strategy -- Variable compensation strategy -- Indirect compensation strategy -- Non-monetary rewards strategy --
Custom strategies -- Rewarding performance: executives and managers -- Who should determine how much and how executives are paid? -- The executive themselves -- Other employees -- Government and society -- Board of directors -- Shareholders -- Which of these perspectives is correct and who decides? -- Effective and defensible executive compensation programs -- Executive compensation programs that should be avoided -- Establishing an acceptable executive compensation strategy -- Technical program design issues -- The level at which performance is defined, measured and rewarded -- How performance criteria and standards are selected and weighted for relative importance -- The timeframe used for defining, measuring and rewarding performance -- Reconciling the interests of the organization and of executives and managers -- Performance and rewards management for other management personnel -- Rewarding performance: professionals -- Rewarding performance: operating and administrative support personnel -- Rewarding performance: sales personnel -- What is different about professional personnel? -- What impact do these characterisitcs have on managing performance and rewards? -- Role definition and career management -- Performance management -- Rewards management -- Technicians: a special case? -- Strategies across national borders -- Rewarding performance: operating and administrative support personnel -- Performance management -- Rewards management -- Single rate base pay system -- Time-based base pay system -- Performance-based pay system -- Rewarding performance: part-time/temporary employees and contractors --Rewarding performance: sales personnel -- Developing a performance and rewards management strategy for sales personnel -- Defining the roles within the sales function -- Mix of base and variable compensation -- Determining competitive position relative to the market -- Critical administrative issues -- Implementation -- Administration -- Evaluation -- Compensating sales support personnel -- Compensating sales management -- Compensating international sales personnel -- Rewarding performance: teams -- Performance and rewards management for work (process) teams -- Performance and rewards management for project teams -- Performance and rewards management for parallel teams -- Rewarding performance: public sector and not-for-profit organizations -- Performance management -- Rewards management -- Time-based pay -- What are the alternatives to time-based pay? -- Rewarding performance: global workforces -- Hypotheses about the impact of culture on performance management -- Evaluating performance appraisal system effectiveness -- Hypotheses about the impact of culture on rewards management -- Evaluating the effectiveness of rewards strategies -- The HR function's role in performance and rewards management --
Strategy integration -- Managing performance -- Managing rewards: base pay -- Managing base pay -- Merit (job-based) pay -- Person-based pay -- Administering base pay programs -- Timing of pay actions -- Administrative controls utilized -- Customized versus consistent base pay programs -- Managing rewards: variable compensation -- Characteristics of variable compensation -- Where variable compensation plans fit -- Individual plans -- Group plans -- Organization-wide plans -- Variable compensation plan design issues -- Plan objectives -- Type of plan -- Eligibility -- Formula for determining award funds -- Formula for allocating funds -- Form and timing of awards -- Plan administration -- Plan implementation -- Administrative issues -- Evaluating plan effectiveness -- Prerequisites for variable compensation plan success -- When is a plan likely to fail? -- Evaluating strategies and administering programs -- Designing the instrument panel for evaluating programs -- Evaluating programs using the model -- Program objectives -- Program methodology and process -- Determining the business impact of program modifications -- Performing evaluations -- Applying the evaluation results -- A major decision: is application of policy variables at the individual level? -- Sustaining strategies: facing into the future -- Alternative rewards strategies -- Evaluating future workforce viability -- Attract the right people -- Develop people appropriately -- Maximize the available supply of human resources -- Maximize workforce productivity -- Disseminate knowledge effectively -- Redesign the organization and employee roles -- Manage losses due to retirement -- Manage losses due to turnover -- Outsource work the organization cannot do efficiently of effectively -- Conclusion
LC subject Compensation management
Employees -- Rating of
Performance awards
Strategic planning
ISBN 9780415802833 (pbk.: alk. paper)