By Doug Jensen
The Manager's consultant to Rewards is the 1st ebook to take a realistic examine reimbursement matters from the manager's viewpoint. It covers every little thing you and your organization want to know to create a application that considerably and continuously rewards nice staff - with out overly burdening the base line.
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Additional info for Managers Guide to Rewards: What You Need to Know to Get the Best for - and From - Your Employees
Goals should: 1. Create focus: People’s performance is a reflection of the goals they set or that others set for them. Goals affect performance by directing the employees’ attention and actions, mobilizing and prolonging the work effort, and motivating them to develop reasonable strategies to attain the goals. 2. Be reasonable: General acceptance that the goals are reasonable, attainable, and appropriate for the job is necessary for those goals to have a positive impact on performance. 3. Be measurable: Goals are only effective if their achievement can be measured.
When this happens, business drivers (such as customer service or quality improvement) go from being mere words to being active elements of each person’s job. 5. Communicate, communicate, communicate: Anything concerning compensation is a sensitive internal issue. For good or for bad, it’s the most prominent concrete measure of an employee’s worth to an organization. Compensation decisions and compensation changes are always highly charged. While managers overwhelmingly acknowledge this, they struggle mightily to communicate the rewards program to employees.
Proven methods and clear, well-established, and documented work processes guided the operations; and the underlying cultural bedrock provided secure employment and fair and consistent treatment of employees. In this environment, the simple concept of a fair day’s pay for a fair day’s work characterized the rewards philosophy. Emphasis was on the individual as a work unit and base pay was the predominant element; salaries for jobholders in the same position varied only moderately. The Process Work Culture In the 1980s, rapid advances in information technology had a dramatic impact on the business landscape.