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Managing employee performance and reward: concepts, practices, strategies

Author: Shields, John Publisher: Cambridge University Press (CUP) 2007.Language: EnglishDescription: 594 p. : Graphs ; 23 cm.ISBN: 0521820464Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD6958 .P35 S45 2007
(Browse shelf)
900177887
Available 900177887
Book Europe Campus
Main Collection
Print HD6958 .P35 S45 2007
(Browse shelf)
001226921
Available 001226921
Total holds: 0

Includes bibliographical references and index

Digitized

Managing Employee Performance and Reward Concepts, Practices, Strategies Contents List of figures and tables Foreword by John Egan Acknowledgements Introduction: Setting the scene Part I The fundamentals 1 Performance and reward basics 2 Working with psychology 3 Managing motivation 4 Being strategic and getting fit Part 2 Performance management in action 5 Managing for results 6 Managing behaviour 7 Managing competencies 8 Performance review and development Case study. Delivering fairness: Performance assessment at Mercury Couriers Part 3 Base pay and benefits 9 Base pay purpose and options 10 Base pay structures page ix xiv xvii 1 19 37 65 88 121 142 179 200 227 233 249 11 Developing position-based base pay systems 12 Developing person-based base pay systems 13 Employee benefits Case study. Just rewards: Rethinking base pay and benefits at Court, Case and McGowan, commercial law partners Part 4 Rewarding employee performance 14 Overview of performance-related rewards 15 Merit pay for individual performance 16 Recognition awards 17 Results-based individual incentives 18 Collective short-term incentives 19 Collective long-term incentives 20 Executive incentives Case study. Beyond the hard sell: Performance incentives at Southbank Part 5 Fitting it all together 21 System review, change and development 269 296 318 340 347 369 387 399 413 447 467 501 509 540 555 584 Appendix: Model responses to case studies References Index

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