People, performance, and pay: dynamic compensation for changing organizations
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 author...
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
Free Press
1996
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | 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 |
| Beschreibung: | XVII, 269 S. graph. Darst. |
| ISBN: | 0028740599 |
Internformat
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| 520 | 3 | |a 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 | |
| 520 | |a 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 | ||
| 520 | |a . 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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Datensatz im Suchindex
| _version_ | 1804125242716585984 |
|---|---|
| adam_text | Contents
Foreword by Robert D. Krebs ix
Preface xiii
1. The Compensation Lag 1
2. Work Cultures 23
3. The Role of Pay in Organizational Change 57
4. Dynamic Compensation Strategies and Tactics 81
5. Aligning Cultures and Compensation 123
6. Benefits in the Changing Organization 145
7. Rewarding Leadership in the Changing Organization 167
8. Reconsidering Executive Pay 187
9. Pay and the Changing Role of Human Resources 205
10. Communicating Pay 227
11. Nine Principles of Dynamic Pay 247
Epilogue: Paying for People 251
Notes 255
y Index 261
|
| any_adam_object | 1 |
| author | Flannery, Thomas P. Hofrichter, David A. Platten, Paul E. |
| author_facet | Flannery, Thomas P. Hofrichter, David A. Platten, Paul E. |
| author_role | aut aut aut |
| author_sort | Flannery, Thomas P. |
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| building | Verbundindex |
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| ctrlnum | (OCoLC)32921876 (DE-599)BVBBV010763500 |
| dewey-full | 658.3/22 658.3/2220 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-search | 658.3/22 658.3/22 20 |
| dewey-sort | 3658.3 222 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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| illustrated | Illustrated |
| indexdate | 2024-07-09T17:58:27Z |
| institution | BVB |
| isbn | 0028740599 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007187554 |
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| spelling | Flannery, Thomas P. Verfasser aut People, performance, and pay dynamic compensation for changing organizations Thomas P. Flannery ; David A. Hofrichter ; Paul E. Platten New York, NY [u.a.] Free Press 1996 XVII, 269 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier 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 Bedrijfscultuur gtt Beloningen gtt Prestaties gtt Salaires - Gestion Compensation management Humankapital (DE-588)4160783-1 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Lohnpolitik (DE-588)4036241-3 gnd rswk-swf Unternehmen (DE-588)4061963-1 s Organisationswandel (DE-588)4075693-2 s Humankapital (DE-588)4160783-1 s Lohnpolitik (DE-588)4036241-3 s DE-604 Hofrichter, David A. Verfasser aut Platten, Paul E. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007187554&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Flannery, Thomas P. Hofrichter, David A. Platten, Paul E. People, performance, and pay dynamic compensation for changing organizations Bedrijfscultuur gtt Beloningen gtt Prestaties gtt Salaires - Gestion Compensation management Humankapital (DE-588)4160783-1 gnd Unternehmen (DE-588)4061963-1 gnd Organisationswandel (DE-588)4075693-2 gnd Lohnpolitik (DE-588)4036241-3 gnd |
| subject_GND | (DE-588)4160783-1 (DE-588)4061963-1 (DE-588)4075693-2 (DE-588)4036241-3 |
| title | People, performance, and pay dynamic compensation for changing organizations |
| title_auth | People, performance, and pay dynamic compensation for changing organizations |
| title_exact_search | People, performance, and pay dynamic compensation for changing organizations |
| title_full | People, performance, and pay dynamic compensation for changing organizations Thomas P. Flannery ; David A. Hofrichter ; Paul E. Platten |
| title_fullStr | People, performance, and pay dynamic compensation for changing organizations Thomas P. Flannery ; David A. Hofrichter ; Paul E. Platten |
| title_full_unstemmed | People, performance, and pay dynamic compensation for changing organizations Thomas P. Flannery ; David A. Hofrichter ; Paul E. Platten |
| title_short | People, performance, and pay |
| title_sort | people performance and pay dynamic compensation for changing organizations |
| title_sub | dynamic compensation for changing organizations |
| topic | Bedrijfscultuur gtt Beloningen gtt Prestaties gtt Salaires - Gestion Compensation management Humankapital (DE-588)4160783-1 gnd Unternehmen (DE-588)4061963-1 gnd Organisationswandel (DE-588)4075693-2 gnd Lohnpolitik (DE-588)4036241-3 gnd |
| topic_facet | Bedrijfscultuur Beloningen Prestaties Salaires - Gestion Compensation management Humankapital Unternehmen Organisationswandel Lohnpolitik |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007187554&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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