By Howard Risher
Confirmed pay-for-performance ideas from the various country's top reimbursement specialists. Measuring functionality is now typical technique in any respect degrees of industrial. however the normal extension--linking functionality to repayment for each employee--is merely starting to be famous as a worthwhile procedure for endured organizational good fortune. With a breadth of workmanship unavailable in the other resource, this e-book bargains insights from fourteen well-liked repayment experts. They speak about such subject matters as: * constructing and fitting incentive plans for all staff * speaking alterations in repayment courses * designing incentive plans round new functionality recommendations just like the Balanced Scorecard and financial price * government repayment * crew incentives and team-based pay.
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Extra info for Aligning Pay and Results: Compensation Strategies That Work from the Boardroom to the Shop Floor
If we want employees to commit to the success of the company, then it is decidedly advantageous for them to have a stake in its future. Perhaps the most striking change in the new model is the shift to a philosophy that emphasizes inclusion rather than exclusion. In the traditional model, the focus was executive compensation, and everyone other than that small group was excluded from the club that enjoyed the benefits of company success. This focus can be traced back to the time when owners ran their companies.
Gross 236 Chapter 11 Global Pay and Results Neil K. Coleman 259 Chapter 12 Communicating Pay: Using Marketing Principles to Sell Compensation Richard J. Anthony, Sr. 274 Section IVConclusion 293 Chapter 13 Using Pay as a Tool to Achieve Organizational Goals Howard Risher 295 About the Contributors 313 Index 319 Page vii PREFACE This book brings together a group of prominent consultants to focus on one of the most important trends in the management of people: the use of compensation as a reward for achieving organizational goals.
In the traditional model, the focus was executive compensation, and everyone other than that small group was excluded from the club that enjoyed the benefits of company success. This focus can be traced back to the time when owners ran their companies. Profit sharing was commonly all-inclusive, but those plans were a distinct minority. Now a central theme of the new paradigm is the realization that the company stands to benefit when everyone is committed to its success. One of the overriding goals of the new compensation model is to bring people together with a shared commitment to company success.