Employee Relations, 33 by
The HRM/performance debate, i.e. the extent to which and how HRM contributes to organisational performance, continues to rage. Employee attitudes and behaviours are seen as a critical mediating variables in this, there being much debate on how HR practices affect these attitudes and, indeed, which attitudes they should seek to influence. Commitment and involvement have been identified as key to enhancing performance but recent research has suggested a need for consideration of a wider range of attitudes. Further, there has been a substantial focus on the gap between policy intentions and the reality of their enactment. This has led to calls for the examination of HR practices from an employee perspective, the investigation of their lived experiences of these practices. A number of our papers respond to this call reporting both line manager implementation of HR policies and employee perspectives on these. Current debates on pay have centred on the extent to which individualised pay systems have superseded collectively bargained pay and the effects of this, linking payment systems to skills development, how to make performance-related pay systems work and how far they are used as control mechanisms, rather than to motivate employees and provide them with genuine enhanced earnings opportunities. There is often an over-reliance on performance related pay (PRP) to motivate, despite 20 years worth of debate and very mixed evidence on its capacity to achieve this end. This e-book addresses both reward mix and PRP in attempt to move these debates on. Finally, who gets what raises questions of fairness and social legitimacy. Nowhere is this more evident than in equal pay debates. Research evidence continues to demonstrate a gender pay gap and the search goes on for mechanisms through which to address this. Job evaluation is often held up as such a mechanism although many question its capacity to support gender pay parity. An exploration of this forms the final paper in this e-book.
Compensating New Sales Roles by
Now updated to cover the online selling arena - the most comprehensive guide to building an innovative sales compensation plan. With the explosion in Internet sales, organizations are frantically transforming their sales departments, adding new roles and redefining existing positions, to capture a share of this lucrative new market. This second edition of the landmark Compensating New Sales Roles explains: * How to identify and establish the sales roles an organization needs to turn in double-digit growth on a continuous basis * How to design and implement a compensation plan that directs, motivates, and rewards employees who perform effectively - regardless of sales channels * How to compensate sales staffs in telesales and teleweb operations - the fastest growing fields of selling. Packed with updated tips, tools, and examples, along with a new focus on online selling opportunities, this is an essential guide for human resources/compensation professionals, business owners, and sales executives.
Effective Executive Compensation by
When it comes to creating an executive compensation program, it can feel like there's little gray area between giving top performers too shiny a golden parachute, with exorbitant perks, and providing the company's leaders with the incentive they need to continue doing their best. This book gives readers the techniques and understanding they need to design a rewards strategy that will motivate performers while benefiting the entire organization. Taking a careful look at the complicated state of executive rewards, this no-nonsense, practical guide provides readers with a complete methodology for motivating management to accomplish critical business goals. Eschewing a one-size-fits-all approach, the book uses case studies and examples to illustrate what factors should be considered--including environment, key stakeholders, people strategy, business strategy, and organizational capabilities--when designing a program that willbenefit both their company and the people who fuel its success.
50 One-Minute Tips for Retaining Employees by
It is hard enough to retain highly trained and technical workers but facing the challenge of keeping hourly workers, getting new people off on the right foot, and training people to become good trainers are major challenges today.
Performance Measurement and Management Control by
In 2001, we gathered a group of researchers in Nice, France to focus discussion on performance measurement and management control. Following the success of that conference, we held subsequent conferences in 2003, 2005, and 2007. This volume contains some of the exemplary papers that were presented at the most recent conference. The conference has grown in number of participants, quality of presentations, and reputation and this year attracted leading researchers in the field from North America, South America, Europe, Asia, Australia, and Africa. Though the conference has been generally focused on performance measurement and management control and has included presentations on many facets of the topic, each year we have also focused on a particular theme of current interest. This year's theme was directed at measuring and rewarding performance. This includes evaluating and rewarding the performance of organizations, units, teams, and individuals. It includes empirical, analytical and experimental research. In addition to the three plenary sessions, this volume also includes some of the other excellent papers presented at the conference. The contents of this book represent a collection of leading research in management control and performance measurement and provide a significant contribution to the growing literature in the area. This collection of papers also covers a representative set of topics, research settings, and research methods. We are hopeful that this book will continue the search for additional understanding and development in performance measurement and management control, and provide guidance for both academic researchers and managers as they work toward improving organizations.