Home   FAQs   New Arrivals   Specials   Pricing & Shipping   Location   Corporate Services   Why Choose Bookware?  
 Search:   
Call our store: 9955 5567 (from within Sydney) or 1800 734 567 (from outside Sydney)
 View Cart   Check Out   
 
Browse by Subject
 TAFE Accounting
 TAFE I.T./Computing
 TAFE - Other
I.T
 .NET
 Windows 8
 Adobe CS6
 Cisco
 CCNA 2012
 CCNP 2012
 Java
 VB
 ASP
 Web Design
 E-Commerce
 Project Management
 ITIL
 Macintosh
 Mobile Devices
 Linux
 Windows Server 2012
 SQL Server 2012
 SAP
Certification
 MCITP
 MCTS
Economics and Business
 Accounting
 Business Information Systems
 Economics
 Finance
 Management
 Marketing
 TAX
 Human Resources
Academic
 Law
 Nursing
 Medical
 Psychology
 Engineering

Managing Employee Performance and Reward: Concepts, Practices, Strategies - **OUT OF PRINT. THERE IS A NEWER EDITION AVAILABLE. FOR THE 2nd EDITION, PLEASE PERFORM A NEW SEARCH USING THE FOLLOWING ISBN13: 9781107653535**

by: John Shields

Notify me when in stock

On-line Price: TBAPaperbackpackage, 0

Retail Price: TBA

Publisher: CAMBRIDGE UNIVERSITY,15.06.10

Category: Human Resource Management Level:

ISBN: 0521820464
ISBN13: 9780521820462

Add to Shopping Cart

PRESCRIBED TEXT FOR WORK6030 AT THE UNIVERSITY OF SYDNEY, SEMESTER 1 2011

Managing Employee Performance and Reward critically examines contemporary theory and practice in these central fields of human resource management (HRM), providing a comprehensive overview of the key concepts and topics, and draws on a wide range of case studies to demonstrate the theories. The book provides an analysis of the crucial literature on remuneration and performance management, exploring the main theories, debates and practices. The book seeks to provide students with a thorough understanding of the debates associated with issues of work motivation, pay equity, performance management ethics; the methods of pay and performance management; the systems of performance pay; and the options and issues facing managers. It encourages students to form a critical understanding of the debates it raises by providing an overview of the alternatives.

1. Setting the scene; Part I. The Fundamentals: 2. Performance and reward basics; 3. Working with psychology; 4. Managing motivation; 5. Being strategic and getting fit; Part II. Performance Management in Action: 6. Managing results; 7. Managing behaviours; 8. Managing competencies; 9. Performance review, planning and developing; Case study - Performance assessment at Mercury Couriers; Part III. Base Pay and Benefits; 10. Base pay purpose and options; 11. Base pay structures; 12. Developing position-based base pay systems; 13. Developing person-based base pay systems; 14. Employee benefits; Case study - soliciting excellence; Part IV: 15. Performance-related rewards: options, aims, efficacy, fairness; 16. Merit pay for individual performance; 17. Recognition awards; 18. Results-based individual incentives; 19. Collective short-term incentives for large and small work groups; 20. Collective long-term incentives: employee share plans; 21. Executive incentives; Case study - Beyond the hard sell: Performance incentives at SouthBank; Part V. Fitting it All Together: 22. System review, change and development.