Managing Employee Performance and Reward
Concepts, Practices, Strategies
Published on 29. June 2007
Book
Paperback/Softback
612 pages
978-0-521-82046-2 (ISBN)
Description
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.
Reviews / Votes
'... the book provides the first genuinely academic treatise on the reward management paradigm and should be welcomed.' Industrial Relations JournalMore details
Language
English
Place of publication
Cambridge
United Kingdom
Target group
Professional and scholarly
Product notice
Paperback (trade)
Dimensions
Height: 230 mm
Width: 154 mm
Thickness: 30 mm
Weight
750 gr
ISBN-13
978-0-521-82046-2 (9780521820462)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
John Shields | Michelle Brown | Sarah Kaine
Managing Employee Performance and Reward
Concepts, Practices, Strategies
Book
10/2015
2nd Edition
Cambridge University Press
€64.36
Article exhausted; check for reprint
Additional editions
E-Book
06/2007
Cambridge University Press
€63.99
Available for download
Person
John Shields is a Senior Lecturer in human resource management in the Work and Organisational Studies Discipline at The University of Sydney.
Content
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.