Building on evergreen principles, concepts, and strategies of performance and rewards management, the second edition of Rewarding Performance is a clear guide to how strategies must be adjusted to align with new realities, and programs revised to ensure their effectiveness.
Appendices dealing with the important and increased reliance on evidence-based management have been added, to provide insights into how evidence can be applied in performance and rewards management. Another major development addressed in the second edition is the rise of the "gig economy," which has challenged organizations to brand themselves as employers of choice. This new edition answers the challenge by considering the impact of this trend on performance and rewards management throughout the book, and expanding the content related to managing non-employees.
The second edition also includes a new appendix, providing a fundamental grounding in the use of statistics relevant to performance and rewards management. A chapter on contractors has been added and material on cognitive bias explores why managing people must be understood as different from managing quantitative measures. Updated figures and PowerPoint presentations make the new edition of Rewarding Performance an essential resource for instructors and students of human resource management.
Table of Contents
Introduction Part 1: Guiding Principles 1. Human Resource Management Strategy 2. Performance Management: Guiding Principles 3. Rewards Management: Guiding Principles Part 2: Custom Strategies 4. Rewarding Performance: Executives & Managers 5. Rewarding Performance: Professionals 6. Rewarding Performance: Operating & Administrative Support Personnel 7. Rewarding Performance: Sales Personnel 8. Rewarding Performance: Teams 9. Rewarding Performance: Public Sector And Not-For-Profit Organizations 10. Rewarding Performance: Global Workforces 11. Rewarding Performance: Contractors, Consultants and Freelancers Part 3: Strategy Integration 12. Managing Performance 13. Managing Rewards: Base Pay 14. Managing Rewards: Variable Compensation 15. Evaluating Strategies & Administering Programs 16. Sustainable Strategies: Facing Into The Future
Robert J. Greene, PhD, consults with organizations on formulating and evaluating human resource management strategies and designing, implementing, administering and evaluating performance and rewards management programs. He is CEO of Reward Systems, Inc., a consultancy whose mission is "Helping Organizations Succeed Through People." He is also a faculty member in the MBA and MSHR degree programs for DePaul University, USA, and a Consulting Principal with Pontifex, a public sector consultancy.
"This is a down-to-earth text that covers the field of Compensation and rewards practices that are found in the 21st century. It is well-written and provides practitioners as well as students an in-depth look into a complex field, explained well by the author." — Kathyrn McKee, SHRM-SCP, SPHR, President of Human Resources Consortia, USA
"A 21st century approach to the practice of compensation in the workplace. Topical, relevant, and valuable information coupled with real-world examples give the text a great value to the compensation professional or generalist human resources practitioner." — Peter Ronza, President of Pontifax Consulting Group, USA