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In the rush to reengineer, implement TQM practices, form teams, and embrace other popular business strategies, most organizations have overlooked a critical component of successful change: how they pay their employees. Even though their responsibilities and corporate environments have undergone radical changes, most employees are still paid in the same ways they were paid twenty-five years ago. Thousands of companies still dole out annual merit increases and determine pay levels on the basis of employees' knowledge, length of service, number of direct reports, and rank on the organizational ladder-- values whose relevance has faded in today's flatter, faster, more flexible business environment. Now The Hay Group, which for the past forty years has set the standard globally for effective pay strategies, has addressed this important issue-- and once again has rewritten the rules for pay. "People, Performance, and Pay" identifies today's four most common organizational work cultures-- functional, process, time-based, and network-- and explains how to align innovative pay policies with each. With examples from LEGO, Hallmark, Holiday Inn, and other leading organizations, the authors explain how to assess an organization's current culture and determine what its future culture should be. They then demonstrate pay's role in such change initiatives, and how compensation must be integrated with other human resource processes, such as selection, training, and performance management. They also discuss the full range of pay strategies available today and how they can be best used to move the organization forward; for example, they recommend decreasing an organization's emphasis on base pay as it shifts from a functional culture to a process, time-based, or network culture. They also offer guidance on establishing team rewards, especially important in process and team-based cultures, and make a compelling case for putting more pay at risk through variable pay strategies. Here also is strategic advice on competency-based pay, performance-based rewards such as gainsharing, executive pay, and benefits programs. As responsibility for compensation strategies and compensation decisions shifts away from the realm of the Human Resource Department, line managers and senior executives will find "People, Performance, and Pay" an invaluable reference for effectively using salary, incentives, and benefits to motivate and reward employees, improve quality, and increase productivity.
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People, Performance, and Pay identifies today's four most common organizational work cultures - functional, process, time-based, and network - and explains how to align innovative pay policies with each. With examples from LEGO, Hallmark, Holiday Inn, and other leading organizations, the authors explain how to assess an organization's current culture and determine what its future culture should be. They then demonstrate pay's role in such change initiatives, and how compensation must be integrated with other human resource processes, such as selection, training, and performance management. They also discuss the full range of pay strategies available today and how they can be best used to move the organization forward; for example, they recommend decreasing an organization's emphasis on base pay as it shifts from a functional culture to a process, time-based, or network culture. They also offer guidance on establishing team rewards, especially important in process and team-based cultures, and make a compelling case for putting more pay at risk through variable pay strategies. Here also is strategic advice on competency-based pay, performance-based rewards such as gain-sharing, executive pay, and benefits programs. As responsibility for compensation strategies and compensation decisions shifts away from the realm of the Human Resource Department, line managers and senior executives will find People, Performance, and Pay an invaluable reference for effectively using salary, incentives, and benefits to motivate and reward employees, improve quality, and increase productivity.
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- EditorialFree Press
- Año de publicación2002
- ISBN 10 074323653X
- ISBN 13 9780743236539
- EncuadernaciónTapa blanda
- IdiomaInglés
- Número de páginas288
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People, Performance, & Pay: Dynamic Compensation for Changing Organizations
Publicado por
Free Press, 2002
ISBN 10: 074323653X
ISBN 13: 9780743236539
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People, Performance, & Pay: Dynamic Compensation for Changing Organizations
Publicado por
Free Press, 2002
ISBN 10: 074323653X
ISBN 13: 9780743236539
Antiguo o usado
Tapa blanda
Librería: SecondSale, Montgomery, IL, Estados Unidos de America
Calificación del vendedor: 5 de 5 estrellas
Condición: Good. Item in very good condition! Textbooks may not include supplemental items i.e. CDs, access codes etc. Nº de ref. del artículo: 00078158618
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People, Performance, & Pay: Dynamic Compensation for Changing Organizations
Publicado por
Free Press, 2002
ISBN 10: 074323653X
ISBN 13: 9780743236539
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People, Performance, & Pay: Dynamic Compensation for Changing Organizations
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People, Performance, & Pay: Dynamic Compensation for Changing Organizations
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People, Performance, & Pay: Dynamic Compensation for Changing Organizations
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Free Press 0, 2002
ISBN 10: 074323653X
ISBN 13: 9780743236539
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Librería: Jadewalky Book Company, HANOVER PARK, IL, Estados Unidos de America
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Condición: Used - Very Good. Many businesses have not updated their pay philosophies and strategies for years, which is why People, Performance, & Pay is perfect for an business looking to innovate.This book identifies four common work cultures that define organizations today and shows how to employ innovative pay policies to improve quality, productivity and other important goals in each type of organization. Nº de ref. del artículo: LW-BCJW-C5TH
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People, Performance, & Pay: Dynamic Compensation for Changing Organizations
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Condición: New. Brand New! Not Overstocks or Low Quality Book Club Editions! Direct From the Publisher! We're not a giant, faceless warehouse organization! We're a small town bookstore that loves books and loves it's customers! Buy from Lakeside Books! Nº de ref. del artículo: OTF-S-9780743236539
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People, Performance, & Pay: Dynamic Compensation for Changing Organizations
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People, Performance, & Pay (Paperback)
Publicado por
Simon & Schuster, New York, 1995
ISBN 10: 074323653X
ISBN 13: 9780743236539
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Librería: Grand Eagle Retail, Fairfield, OH, Estados Unidos de America
Calificación del vendedor: 5 de 5 estrellas
Paperback. Condición: new. Paperback. Many businesses have not updated their pay philosophies and strategies for years, which is why People, Performance, & Pay is perfect for an business looking to innovate.This book identifies four common work cultures that define organizations today and shows how to employ innovative pay policies to improve quality, productivity and other important goals in each type of organization. While most businesses have been radically updating their notions of quality, service, customers and hierarchy, they have done nothing to modernize their pay philosophies or strategies for decades. The authors identify the four most common organizational work cultures, and explain how to align innovative pay policies with each type. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. Nº de ref. del artículo: 9780743236539
Cantidad disponible: 1 disponibles
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People, Performance, and Pay
Impresión bajo demandaLibrería: PBShop.store US, Wood Dale, IL, Estados Unidos de America
Calificación del vendedor: 5 de 5 estrellas
PAP. Condición: New. New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000. Nº de ref. del artículo: L0-9780743236539
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