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Managing Employee Performance and Reward critically examines contemporary theory and practice in these central fields of human resource management, providing a comprehensive overview of the key concepts and topics. The book encourages students to form a critical understanding of the debates it raises by providing an overview of the alternatives.

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 atMercury Couriers

Part 3 Base pay and benefits

9 Base pay purpose and options

10 Base pay structures

viii Contents

11 Developing position-based base pay systems

12 Developing person

13 Employee benefits

Case study. Just rewards: Rethinking base pay and benefits at Court, Case&

McGowan, commercial law partners

Part 4 Rewarding employee performance

14 Overviewofperformance-related rewards

15 Merit pay for individual performance

16 Recognition awards

17 Results-based individual incentives

18 Collective short-term incentives

19 Collectivelong-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

Appendix: Model responses to case studies

References

Index

John Shields is Associate Professor in the Faculty ofEconomics and Business at the University of Sydney, wherehe teaches human resource management. His principal areasof research and publication include reward management,executive remuneration and corpora

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书籍介绍

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.