Managing Employee Performance and Reward : Concepts, Practices, Strategies
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.
- Online resource
- 05 Jun 2012
- Cambridge University Press (Virtual Publishing)
- Cambridge, United Kingdom
'... the book provides the first genuinely academic treatise on the reward management paradigm and should be welcomed.' Industrial Relations Journal
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.
About John Shields
John Shields is a Senior Lecturer in human resource management in the Work and Organisational Studies Discipline at The University of Sydney.