Amazon.com
Combining perspectives of "a doer and a teacher" with experiences of two dozen professional service firms representing the ups and downs of the Old and New economies, Aligning the Stars offers detailed analysis of such firms today--and specific suggestions for their future success. Jay W. Lorsch, professor of human relations at Harvard Business School, and Thomas J. Tierney, former chief executive of Bain & Company (and now chairman of its nonprofit affiliate), interviewed principals at successful and struggling law firms, ad agencies, investment banks, and similar institutions to determine the practices that have helped the best thrive. Their conclusion: "Outstanding firms are consistently able to identify, attract, and retain star performers; to get stars committed to their firm's strategy; to manage stars across geographic distance, business lines, and generations; to govern and lead so that both the organization and its stars prosper and feel rewarded." Their book subsequently provides specific ways these "stars" (key performances critical to organizational success) can be "aligned" (via practices and structures that match their needs with those of the business). Lorsch and Tierney progress logically through client-centered strategies, development- and motivation-oriented people systems, corporate structure and governance, organizational culture, and leadership. A final section aims to help readers succeed in these newly shaped environments. --Howard Rothman
Book Description
Every company relies on talent to succeed, but none so much as professional service firms. Within this rapidly expanding, trillion-dollar sector, people are more than "valuable assets"; they are the source of competitive advantage. Indeed, success is determined more by the people these firms pay than by the people who pay them. What separates the best professional firms from their less-successful competitors? And what lessons do their experiences hold for other talent-driven businesses?
In this comprehensive book, respected academic Jay W. Lorsch and accomplished practitioner Thomas J. Tierney draw from rigorous research and decades of experience to provide a practical perspective on how to win in professional services. Their work is based on an analysis of industry leaders in fields as diverse as law, accounting, investment banking, advertising, information technology, executive search, and management consulting.
Aligning the Stars argues that strategic success is achieved by building an organization of executive-level stars whose day-to-day performance reinforces and ultimately achieves the goals of the business. Outstanding firms align stars across business lines, geographies, and even generations. Through compelling real-world examples, Lorsch and Tierney show how successful firms create and sustain alignment via:
· Strategy: Determining which elements of strategy are most important and why-and how effective implementation incorporates organizational realities.
· People Systems: Converting talent into stars, while nurturing "firm first" behaviors.
· Structure and Governance: Organizing around partnership principles-even in a corporate environment.
· Culture: Actively managing the culture to guide-and control-individual behavior.
· Leadership: Exercising effective leadership when the power to control "partner-peers" is limited.
· Careers: Aligning individual stars by helping professionals build a life, not just a resume.
By showing how to integrate strategy, organization, and the needs of individual stars, this book offers valuable lessons for the current and future leaders of every talent-driven business.
AUTHORBIO:
Jay W. Lorsch is the Louis Kirstein Professor of Human Relations at the Harvard Business School.
Thomas J. Tierney is the former Chief Executive of Bain & Company, and currently serves as Chairman of The Bridgespan Group, Bain's nonprofit affiliate.
Customer Reviews:
Strategic Foundations for a PSF.......2003-10-25
This is the first book published by a group of professors at Harvard University that have been studying PSF for nearly two decades. They teach a program called LPSF (Leading Professional Service Firms).
They propose the "star system", which eventually leads to an "Up or Out" system.
To get a balanced view of the subject you must read Maister. He proposes the "One Firm Firm" system which does not "oppose" the "Star system". One of the professors at LPSF in Harvard expressed that he considered "Managing the Professional Service Firm" to be the first "academic" source regarding Professional Service Firms.
Not for serious consultants.......2003-09-13
I've spent over 10 years with Big 5 consulting firms and read this book with a great degree of enthusiasm, given the background of the authors. But I was very disappointed! The book is laced with "feel good" examples about what other firms are doing in running their practices without actually formulating any definitive conclusions or suggestions (as one would find in David Maister's work). It appears more like the authors talking about their experiences/adventures with no particular audience in mind. So if you want to read this book, do not expect any serious advice coming out of it.
Hope this is helpful
Book Description
Strategic Planning for Success offers you a pragmatic guide to the design and development of practical and pragmatic strategic thinking and organizational alignment that will yield high-impact results and measurably add value to you, your organization, your clients, and society. Unlike other books on the topic, this volume goes beyond simply detailing the tools and techniques of design and development by clearly showing how to align what you do with what will be most valuable to all stakeholders. Using this unique approach will yield extraordinary results adding measurable value that flows from individual performance accomplishment to organizational and societal contributions.
Customer Reviews:
The most complete book on Megaplanning to date.......2007-02-20
I have been using this book as a guide for strategic planning in several business projects and with my PhD and MBA students.
It is a complete and practical guide to develop and implement a strategic plan focused on identifying measurable positive social contributions. Social value added is the key factor for sustainable and sustained business success.
Kaufman explains with clarity and eloquent examples how organizations can create their own future by helping their clients, markets and communities to succeed. That is not only an ethical imperative, but good business sense: guiding a company by stock value metrics alone is as sensible as using a compass on a roller-coaster.
With Kaufman's tools and methodology, value-sustracting business schemes such as Enron's or World Comm become evident without "whistle-blowers"
Business is about value creation, and this book is the best tool available to do it I know.
Working towards a future we can all share.......2003-08-19
This is a practical guide that dares to take you far beyond the next quarterly results. A challenge to work towards a future that we can all share - and a supportive and detailed framework to help you and your organization thrive as you create it.
The book is a real compendium of Mega Planning. It goes well beyond previous texts and shows how many other issues become important when attempting a serious plan for the future. Suddenly we are confronted with a range of stakeholders, internal and external, some of whom we might rather not remember, and many of whom will be resistant to real change and would prefer a strategic plan that sleeps peacefully in the filing cabinet for five years. So this book talks a lot about Creating Change (as opposed to merely Managing Change), the roles required and the kinds of resistance that may be met. In the same vein it covers every aspect of strategic planning, from paradigms and leadership to mental models.
To mention just a few of the topics that caught my attention: the contrast and the interplay between systems and system thinking; the importance of feedback between all parties; the extended problem solving method; how to scan to find the payoffs in planning (and so make strategy more attractive); the ongoing balance between process (what you're doing) and the results you are aiming for (which can sometimes be undercut by the process you use).
There are some important extensions of models - Albrecht's Four Business Logics become six. There are quotes and classical definitions that are very useful, sometimes humourous.
Remembering that half the effort of Mega Planning is to build alliances with key players who are not used to thinking beyond their own success (usually immediate), included is a PowerPoint display and a neat Appendix on the new paradigms of teaching (should be in every place of learning). And, or course, the Code of Conduct is a challenge to all practitioners, just as this whole book is a challenge to all of us who want there to be life beyond the next quarter.
Ronald Forbes, PhD
Leaderskill Group Pty Ltd
Book Description
Positive feedback and recognition are proven and valuable but too often overlooked management tools. Recognizing and Rewarding Employees gives managers the rewards most successful at motivating employees, tips for showing appreciation for work done well, ways to promote achievement through recognition, and more.
Customer Reviews:
You just can't give raises every week! Find Something else!.......2003-07-03
I have long believed that for the most part your company pay plan is competitive within your industry. Then by definition, you are getting paid what you are worth in your environment. As a manager/supervisor that also means that you can not reward with money. To become successful leader, your had better look in other directions.
My suggestion is using Mr. Brayton's Recognizing and Rewarding Employees as your starting point. He presents you with the tools. We all need to consider our method of using the tools.
Picture the chapter headings as your core principals. Within each principal, the author lays out methods, details, actions or thoughts to support the principals. Take the chapter content to develop your leadership and managerial style. We are all individuals and as such will use different styles. However, the core principals being presented within each chapter remain constant.
I found it helpful and easy to grasp the principals through the side boxes and the manager's check boxes.
Understand the key principals, develop the tools to fit your style and you will improve your managerial results!
Highly Recommended!.......2001-09-01
Author R. Brayton Bowen takes a thoughtful approach to understanding the new generation of employees who seem to need rewards and recognition to spur their motivation. He attributes their incentive-based work ethic to workplace changes, such as downsizing and a decline in loyalty, which has tainted the work environment. Bowen proposes a variety of recognition systems, including intrinsic and extrinsic rewards, and he outlines strategies for using recognition to empower the whole person. His in-depth ideas about building motivation through recognition and rewards will appeal to anyone who manages other people, from supervisors to top executives, though he cautions that true motivation can't be bought, but must come from genuine achievement and internal drive. Since Bowen provides a thoughtful context for the workings of motivational strategies, as well offering some hands-on tactics, we [...] recommend this book to managers and human resource professionals at all levels.
Full of Quick "Idea" Nuggets.......2001-05-04
Just as recognizing and rewarding customers lead to loyalty, the same is true for employees. Creating a caring culture is a tall order for employers, but it's exactly what employees want--and value. This book is brimming with ways to create that caring culture. Any business person can realate to the stories and examples. Best of all are the gray boxes sprinkled liberally throughout the book (almost on every page) that provide tips, tactics, and examples. I can randomly open the book and read one of these nuggests -- and within 30 seconds, I have a new insight, idea, or understanding. This book is a must-read for every manager who cares about employees.
Great practical guide!.......2000-10-13
The notion of leading from the inside out was refreshing and relevant
in today's world where managers often believe that changing their
behavior is sufficient. I am using the notion of Recognition As A
Whole Person Experience in my graduate management class. It is well
stated and is representative of the book as a whole. The eye-catching
icons, checklists, and sidebars make the book easy to read and apply
to practical situations. The book is very useful to practicing
managers and this is the primary group in our MBA program. I will
recommend the book to them without reservation. John T. Byrd, PhD
Professor of Management Bellarmine University
Must Read for Managers.......2000-10-02
Finding aides for managers which help make the complex subject of employee supervision, motivation and commitment understandable are rare discoveries. Brayton Bowen's book, "Recognizing and Rewarding Employees" is one of those infrequent finds. This book includes practical, every day examples throughout. I found it could be read quickly, a few sections at a time. It is filled with real world examples throughout which include useful tips as well as insights you will conclude could only have been written by someone who's really "been there". Reading this book would be an excellent investment for all managers responsible for achieving results through others.
Book Description
Today's workplace is facing a talent crisis. The economy is booming but companies are finding it harder to fill positions and keep good people. The Talent Solution holds the key to leveraging a company's most vital competitive advantage--its people. In this research-driven, ground-breaking book, Gubman shows top managers exactly how to boost performance by aligning strategy and employees. More than a quick fix, The Talent Solution will enable managers to transform their organization into a world-class competitor.
Download Description
The Talent Solution holds the key to leveraging a company's most vital competitive advantage--its people. In this research-driven, ground-breaking book, you'll learn exactly how to boost performance by aligning strategy and employees.
Customer Reviews:
A Good Read!.......2001-06-02
Your strategic planning must incorporate the people who work for you, says author Edward L. Gubman in a book that gets high marks for its easy, bullet-point organization, but scores in the middle of the curve in terms of originality. Grubman preaches that you must create a strategic alliance between your company’s mission and competencies and the people who work there. Then, he describes how to motivate and involve people, and finally how to assess their performance. He uses research examples and starts each chapter with a bullet-point summary of key information. The book includes questions to ask yourself, and many useful charts and summary lists. However, the theoretical discussion of how to engage and reward employees seems oddly dry and analytical for a how-to guide on how to motivate and excite people. The areas of job matching, motivation, and assessment have been covered in many other books, but we... recommend Gubman’s authoritative approach to these topics.
Very useful reference in the search for talent!.......2001-03-30
A well thought through book written by a consultant with a vast amount of varied experience. The illustrative brief case studies were most helpful in understanding the thoughts, concepts, ideas and strategies. In a global economy where talent is an increasingly scarce resource, HR practitioners will find the book a very valuable resource to craft, adapt, adjust or align their practices to be more organisation and employee friendly. Mr Gubman strategic perspective of people in terms of organisational development and growth of people is indeed a very commendable effort and very insightful. The "Creating the Talent Solution" at the end of each chapter should provoke readers to critically look at their own organisation with a fresh perspective. It will help you draw a better road map in your talent search!
"Improving Business Results with People".......2000-06-24
"This book is about why it's essential to connect strategy and people to manage talent, and more importantly, how to do it. It rests on three key concepts: alignment, engagement, and measurement. Alignment means pointing people in the right direction. Engagement means fostering commitment to your basic purpose and direction. Measurement means providing connected and balanced ways for your company and employees to keep score about how you are doing. When you do all three things, you will be managing your talent and company to achieve extraordinary results" (from the Introduction p.9).
In this context, Edward L. Gubman introduces 'Improving Business Results with People (IBR) Model' used by Hewitt consultants as an alignment model. He argues that "The IBR model is designed to ensure you line up all the critical elements in talent management. If you pay attention to these pieces and execute them right, you will create alignment that enables you to achieve extraordinary business results" (p.32). Thus, he elaborates this model in more detailed throughout the book.
The stages of the IBR model can be outlined as follows:
1. 'Business Results and Strategies' describe the outcomes you are trying to achieve as a company and the strategies you are using to get there. Thus, he defines strong business results as:
* great value for customers,
* rewarding work situations for employees-including psychological, social, and financial rewards,
* high returns for shareholders. (more detailed discussion see Chapter 2).
2. 'Business Capabilities' refer to your distinctive abilities as an organization to use money, technology, information, people, and other resources to create a competitive advantage. He argues that "Your goal in developing these capabilities is to build unique abilities that competitors have difficulty copying so you have the advantage" (p.46).(more detailed discussion see Chapter 3).
3. 'People Requirements' are the things you demand from people to exercise your capabilities-what you need from them to be successful. He describes these requirements as the Three Cs: culture, competencies, and contract, and argues that "These three are interrelated so it's hard to separate them completely" (p.57).(more detailed discussion see Chapter 4).
4. 'Employee Priorities' are the 'bottom-up' of the equation. In this stage, he focuses on the changing nature of the employement relationship as a context for engaging employees, what engagement is and how you can increase it, and the psychology of engagement and change.(more detailed discussion see Chapters 9 to 11).
5. 'Workforce Strategies' are the distinctive plans you have for acquiring, developing, deploying, and retaining your people for competitive advantage. He argues that "Smart companies build plans for their workforce just like they build plans for the other parts of their business" (p.75). Hence, he describes elements of a workforce strategy: (a).people requirement-the cultural values, competencies, and contract, (b).employees' needs, fears, and goals, (c).the resulting employement relationship, (d).organization design, and (e).priorities for change.(more deatailed discussion see Chapter 5).
6. 'Management Practices' describe the ways you enact your workforce strategies. In this stage, he examines (1) three major criteria for excellent management practices-alignment, integration, and execution, and (2) five management practices-staffing, organizing, learning, performing, and rewarding.(more detailed discussion see Chapters 6 to 7).
7. 'Business Interactions' is where all business results occur. He argues that "All business results come from interactions-leaders with employees, employees with employees, and employees with customers. These interactions are changing, and some are becoming much more electronic. Sometimes the 'employee' now is an ATM machine, a voice-mail box, home page, or voice response circuit" (p.143). Hence, in this stage, he examines these interaction processes.(more detailed discussion see Chapter 8).
8. 'Balanced Measurements' are both the business and individual measurements that gauge how well you and your employees are doing. He argues that "Measurement is the last of the three processes you need to connect talent to strategy to deliver outstanding results" (p.225).(more detailed discussion see Chapters 12 to 14).
Finally, as conclusion, he rightly argues that "The growing effects of the information economy, globalization, and changing demographics are coinciding to create a new era in business-the era of talent. Your ability to attract, manage, and retain talent will determine whether you succeed. This wasn't always true in the past. Before, you could succeed if you controlled enough physical resources. Today, talent is the fundamental resource in business" (p.292).
Highly recommended.
PROVES, AGAIN, THAT THE RACE GOES TO THE MOST TALENTED!.......1999-04-11
The key theme of this work is that the competitive advantage goes to those companies that are best at finding, motivating, and retaining talent to fill critical positions-especially in high technology sectors. The book is filled with good advice on staffing, recruiting, motivating, managing, and retaining people. Adding to its value, Gubman gives many references to what leading companies are doing. Plenty of sound advise and examples make this worthwhile reading. Reviewed by Yvette Borcia, co-founder, Stern & Associates, author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.
Outstanding book. One of the best........1999-02-23
Mr. Gubman provides some of the best, most straight-forward information I have read on the subject. His simple, clear, discussion was extremely refreshing. His method of aligning the HR practice with Company strategy is excellent. I most enjoyed the little nuggets of wisdom located in the tables throughout the text. They are an superb summary of the text material for those with limited time or who decide to only scan the material.
Book Description
There is no more critical role for today's human resource professionals than that of Strategic Business partner (SBP). SBPs demonstrate competence in many ways - through their questioning of clients, their knowledge of the business, and their ability to translate business needs into performance requirements and people initiatives. But performing effectively as an SBP requires use of a mental model as a guide or rudder. This practical book provides that model. Experts Dana and Jim Robinson describe the four key concepts integral to this mental model and critical to success as an SBP. They describe the three accountabilities SBPs must accomplish: access to those accountable for achieving business results; credibility with clients; and trustworthiness for delivering results, working with integrity, and supporting the organization's values. The authors' detailed analysis of this subject makes Strategic Business Partner required reading for human resource pros on the way up the ladder.
Customer Reviews:
The HR pro as business partner.......2006-04-13
Dana Gaines and James C. Robinson's STRATEGIC BUSINESS PARTNER: ALIGNING PEOPLE STRATEGIES WITH BUSINESS GOALS is the first book to consider the human resource professional's importance in the business partner role. Major SBP responsibilities elevate the HR person to that of strategic partner, re-defining the role and adding an extra dimension of accountability into the mix. Chapters explore and explain the partnership concept, its role and applicability in the workplace, and how the HR position can become strategic.
Book Description
Proven pay-for-performance solutions from some of the country's leading compensation experts.
Measuring performance is now standard procedure at all levels of business. But the natural extension--linking performance to compensation for every employee--is only beginning to be recognized as a valuable strategy for continued organizational success.
With a breadth of expertise unavailable in any other source, this book offers insights from fourteen prominent compensation consultants. They discuss such topics as: * developing and installing incentive plans for all employees * communicating changes in compensation programs * designing incentive plans around new performance concepts like the Balanced Scorecard and Economic Value * executive compensation * group incentives and team-based pay.
Customer Reviews:
Absolutely a "Must Buy"!!!.......2002-04-19
Let me start off immediately by saying that I have no vested interest in promoting this book. However, having said that, THIS BOOK IS BY FAR THE BEST I've seen focused on aligning employees and corporate strategy. The book provides very meaningful and immediately implementable ideas on how to incorporate performance-based compensation systems throughout the organization. "Aligning Pay and Results" would be particularly useful for managers and companies implementing a shareholder value program. Certainly, there are other books which cover the subject well and even expand upon some of the ideas; but I have yet to find one that does it better. "Aligning Pay and Results" is absolutely a "must buy."
Mostly An Add For Consultants.......2001-06-17
I have been carrying this book around in my briefcase for awhile. I finally got to read it. It promises much but falls quite short. It is not well edited and the consultants are really narrow in their individual focus. It is more "selling" than "telling" and this is disappointing from such a group of potential experts.
The editor asked each consultant to write in an area in which they are a leading figure. But the pieces are not well integrated nor does the editor set the contribution of each writer in the context of designing a usable pay solution. It is not much on "how to" and that's what I think people want from something like this. It focuses on specific tools and looks like much of it was adapted from the consultant's advertising material. Not very useful to a practitioner or academic.
Writing is colorless and drab. I am a human resource executive in a moderately sized company and was looking for guidance and perhaps some answers. And this missed the boat for me. It did look promising because it is published by AMA and has some important firms making contributions. I am sorry but it just did not fill the bill for this human resource executive.
An invaluable study.......1999-09-12
" This book brings together a group of prominent consultants to focus on one of the most important trends in the management of people: the use of compensation as a reward for achieving organizational goals."
Within the context of comparison between the new pay and traditional pay, throughout the book contributors discuss some vital issues with real cases such as:
* use of incentives as one of the tools to accomplish performance,
* compensation strategy and variable-pay system: DuPont case,
* competency-based and skill-based pay as incentives for employees to enhance their competence and add new skills,
* problems of team-based pay,
I highly recommend this invaluable study as a resource for all HR professionals.
See also:
* J. Schuster and P. Zingheim-The New Pay,
* J. Schuster and P. Zingheim-Pay People Right,
* T. Wilson-Rewards That Drive High Performance,
* J. Belcher-How to Design and Implement A Results-Oriented Variable Pay System
Book Description
What difference can an aspiring HR strategist really make to business value? Is HR making the most of its new opportunities to become a pivotal part of the business? In a world where HR can suffer from a low, administrative profile, Linda Holbeche shows how some HR strategists have impressed and delivered at the highest level.
Building on surveys undertaken through Personnel Today magazine, and research via Roffey Park Institute, Holbeche provides a set of tools and case studies that show how HR strategists have utilised their skills to deliver a variety of key business objectives, often within their current job role. The relationship between an effective people strategy and business success is hard to quantify in financial terms, but Holbeche provides persuasive examples to add to the growing body of evidence.
Case studies include Mergers & Acquisitions policies, organizational design, retaining high flyers in an international environment, and core competency approaches.
Linda Holbeche's previous book on Motivating People in Lean Organizations was shortlisted for the MCA book prize in 1998.
Focuses on performance and developmental issues which are key to aligning HR and Business strategies
Shows how HR strategists have leveraged their role to deliver key business objectives
Case studies and vignettes on managing change, influencing organizational development, identifying and retaining talent, and leadership development.
Customer Reviews:
Anachronism of the Year Award.......2003-10-03
A bland book with little of interest, unless you work for a government department in a third-world country. Reads like an academic treatise from a second-year student in 1990.
The ideas are trite and lack substance. For example, "dealing with poor performance" is discussed in a single paragraph. "Long term incentives and share ownership", too, is glossed over in a micro-paragraph about trends with nary a reference to shareholder value and rewards.
This book is an excellent example of the lead-lag chasm between American HR practices and Europe's archaic thinking.
Average customer rating:
|
Aligning HR with Organization Strategy Survey
Society for Human Resource Management ,
Jessica Collison , and
Cassandra Frangos
Manufacturer: Society For Human Resource Management
ProductGroup: Book
Binding: Paperback
 General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
General
| Popular Economics
| Business & Investing
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General
| Business & Investing
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Human Resources & Personnel Management
| Industries & Professions
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Management
| Management & Leadership
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Organizational Behavior
| Business Management
| Professional & Technical
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ASIN: 1586440403 |
Book Description
How human resources influences the development of human capital within the framework of an organization's overall strategy is analyzed in this survey of senior human resource professionals. Surveyors evaluated methods for measuring human capital, integrating the needs of employees and human resources with the goals of senior management, and rewarding individuals. An analysis of data by organization and industry and a copy of the survey questionnaire are provided.
Book Description
Building on surveys undertaken through Personnel Today magazine and research via Roffey Park Institute, Holbeche provides a set of tools and case studies that show how HR strategists have utilized their skills to deliver a variety of key business objectives, often within their current job role. The relationship between an effective people strategy and business success is hard to quantify in financial terms, but Holbeche provides persuasive examples to add to the growing body of evidence.
Case studies include mergers and acquisitions policies, organizational design, retaining high flyers in an international environment, and core competency approaches.
* Focuses on performance and developmental issues which are key to aligning HR and business strategies
* Shows how HR strategists have leveraged their role to deliver key business objectives
* Case studies and vignettes on managing change, influencing organizational development, identifying and retaining talent, and leadership development
Average customer rating:
- A pioneering study on the new pay.
|
Strategic Pay: Aligning Organizational Strategies and Pay Systems (Jossey Bass Business and Management Series)
Edward E., III Lawler
Manufacturer: Jossey-Bass
ProductGroup: Book
Binding: Hardcover
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| Organizational Behavior
| Business & Investing
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General
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Human Resources & Personnel Management
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| Business & Investing
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| Consolidation & Merger
| Decision-Making & Problem Solving
| Distribution & Warehouse Management
| Industrial
| Information Management
| Leadership
| Management
| Management Science
| Motivational
| Negotiating
| Operations Research
| Planning & Forecasting
| Pricing
| Production & Operations
| Project Management
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All Titles
| Qualifying Textbooks - Fall 2007
| Stores
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Business & Investing
| Qualifying Textbooks - Fall 2007
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ASIN: 1555422624 |
Book Description
Make Your Pay System Pay Off
A comprehensive look at not only the choices surrounding the development of a pay system but also the pros and cons associated with each choice....Thorough.
--HR Magazine
In this seminal work, acclaimed compensation expert Edward Lawler III shows companies that the way they pay can be an important source of competitive advantage. He reveals how pay strategies that draw a clear connection between pay and performance can support an organization's strategic objectives by communicating unmistakably what that organization values most. Moreover, he examines a wide range of performance-based pay practices--from piecework incentive systems to merit pay and skill-based pay--to demonstrate how compensation systems can be tailored to fit a variety of business strategies and management styles. Both traditional and nontraditional pay strategies are examined, with special emphasis given to designing pay systems that support participatory management and other innovative practices.
Customer Reviews:
A pioneering study on the new pay........1999-09-30
"Why this book is written? ...Because during this decade organizations became more willing to try new pay practices. This willingness to deviate from traditional pay practices undoubtedly stemmed from the fact that, because the old ways were often inadequate, organizations sought new approaches to management. In the search for new ways to manage, pay was one of a number of practices that underwent scrunity and, in some cases, important chance... I wrote it because I wanted to demonstrate how important pay system design choices are to the ultimate effectiveness of an organization. I hope that it will put to rest the idea that pay is simply a cost for an organization, make it clear that making the right choices with respect to pay practices and processes is vital to an organization's effectiveness, and establish that pay practices can provide a definite competitive advantage (from the preface)."
I highly recommend this pioneering study to all HR professionals and executives.
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- Atomic Ranch
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- Because They Hate: A Survivor of Islamic Terror Warns America
- Bringing Out the Best in Yourself at Work: How to Use the Enneagram System for Success
- Building a House for Diversity: A Fable About a Giraffe & an Elephant Offers New Strategies for Today's Workforce
- Bullying and Emotional Abuse in the Workplace: International Perspectives in Research and Practice
- C.A.R.E. Packages for the Workplace: Dozens of Little Things You Can Do To Regenerate Spirit At Work
Books Index
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