By Professor John Shields, Michelle Brown, Dr Sarah Kaine, Catherine Dolle-Samuel, Dr Andrea North-Samardzic, Dr Peter McLean, Dr Robyn Johns, Dr Patrick O'Leary, Dr Geoff Plimmer, Jack Robinson
Dealing with worker functionality and gift severely examines modern idea and perform in those critical fields of human source administration (HRM), offering a finished assessment of the most important options and issues, and attracts on quite a lot of case experiences to illustrate the theories. The publication presents an research of the the most important literature on remuneration and function administration, exploring the most theories, debates and practices. The e-book seeks to supply scholars with an intensive knowing of the debates linked to problems with paintings motivation, pay fairness, functionality administration ethics; the equipment of pay and function administration; the platforms of functionality pay; and the choices and concerns dealing with managers. It encourages scholars to shape a serious realizing of the debates it increases via offering an summary of the choices.
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Extra resources for Managing Employee Performance and Reward: Concepts, Practices, Strategies
The main types of performance pay (as well as their non-cash alternatives) are detailed in the chapters in part 4. Purpose of reward management What is it that organisations hope to obtain by offering rewards to their employees; that is, what should a system of reward management seek to do? In essence (and again in prescriptive mode) a reward system maintained by a work organisation is likely to have three primary objectives: Pe r fo r m a n c e a n d rew a rd b a s i c s 35 1 to attract the right people at the right time for the right jobs, tasks or roles 2 to retain the best people by recognising and rewarding their contribution 3 to motivate employees to contribute to the best of their capability.
The short answer is that they all have a bearing on the approach taken and the recommendations made. Since this is first and foremost a book for management aspirants and practitioners, it would be quite misleading to offer a text that was bereft of prescriptive intent. The book’s primary aim is to provide a consistent framework for effective management practice. To this extent, those taking a critical perspective may be tempted to dismiss this as ‘prescriptive, functionalist and uncritical’ (Watson 2004: 447).
3 A valid method of assessing performance may be either reliable or unreliable, but an invalid method can never be reliable. Why? 4 What is meant by the concept of ‘total reward’? 5 What should a reward system seek to do? Chapter Two WORKING WITH PSYCHOLOGY To be effective, performance and reward management systems should encourage employees to demonstrate consistently those types of work behaviour and results that are deemed necessary to support the organisation’s strategic objectives and desired corporate culture.