People, performance, and pay : dynamic compensation for changing organizations / The Hay Group ; Thomas P. Flannery, David A. Hofrichter, Paul E. Platten.

By:

Flannery, Thomas P. (Thomas Patrick), 1949-

Contributor(s):

Material type: Text

TextPublication details: New York : Free Press, c1996.ISBN:

0028740599

Subject(s):

Compensation management

DDC classification:

658.3/22 20

LOC classification:

HF5549.5.C67 F57 1996

Contents:

Foreword / Robert D. Krebs -- 1. The Compensation Lag -- 2. Work Cultures -- 3. The Role of Pay in Organizational Change -- 4. Dynamic Compensation Strategies and Tactics -- 5. Aligning Cultures and Compensation -- 6. Benefits in the Changing Organization -- 7. Rewarding Leadership in the Changing Organization -- 8. Reconsidering Executive Pay -- 9. Pay and the Changing Role of Human Resources -- 10. Communicating Pay -- 11. Nine Principles of Dynamic Pay -- Epilogue: Paying for People.

Summary: 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.

Holdings ( 1 )
Title notes ( 4 )

Holdings
Item type	Home library	Call number	Status	Date due	Barcode	Item holds
Two Week Loan	de Havilland Learning Resources Centre Main Shelves	658.322 FLA (Browse shelf(Opens below))	Available		4403660589

Total holds: 0

Enhanced descriptions from Syndetics:

Includes bibliographical references (p. 255-259) and index.

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.