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| Ïîèñê ïî óêàçàòåëÿì |
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| Jensen D., McMullen T., Stark M. — Managers Guide to Rewards: What You Need to Know to Get the Best for - and From - Your Employees |
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| Ïðåäìåòíûé óêàçàòåëü |
Accountability 56—57 164 165 168 190
Achievable goals 46 170—171
Action plan 75—77
Aeromexico 168—169
Alignment 8 48
Alignment for teams 58
Alignment of culture and compensation program 4—5
Alignment of culture and performance metrics 55 56
Alignment of employee and company goals 48—50
Alignment of individual and group objectives 160
Alignment of job requirements and pay 88
Alignment of rewards and organizational objectives 73
Alignment of skills and job 183—184
America's Most Admired Companies, list 1 12 59 115 182—183 218
American Modern Insurance Group (AMIG) 155 200—201 220 221
AMIG see American Modern Insurance Group
Anchors, market 104
Arbella Insurance 38—41
Avaya 156—157
Average performers 179—180
balanced scorecard 58—59
Baldock, Elisabeth on AMIG compensation package 155
Baldock, Elisabeth on communication by line managers 200—201
Baldock, Elisabeth on recognition 220
Base pay/salary 97—117
Base pay/salary and demotions 111—112
Base pay/salary and developmental moves 112
Base pay/salary and lateral transfers 112
Base pay/salary and linking performance and market 105—109
Base pay/salary and promotions 111
Base pay/salary at Home Depot 104—105
Base pay/salary for new hires 110—111
Base pay/salary in rewards philosophy 52—53
Base pay/salary in time-based culture 36
Base pay/salary, allocating increases in 108—109
Base pay/salary, broadbanding structure for 102—104
Base pay/salary, challenges in managing 114—116
Base pay/salary, determining increases in 53
Base pay/salary, individual job pricing structure for 99—100
Base pay/salary, limitations on 18
Base pay/salary, primary structures for 98—99
Base pay/salary, salary grades structure for 100—102
Beaumont Foundation 152
benefits 141—158
Benefits at American Modern Insurance Group 155
Benefits at Avaya 156—157
Benefits at Beaumont Foundation 152
Benefits at St. Vincent's Medical Center 155
Benefits in functional cultures 151
Benefits in network cultures 151—152
Benefits in process cultures 151
Benefits in time-based cultures 151
Benefits in total rewards program 146—150
Benefits, communication strategy for 153—154
Benefits, competitive position of 146
Benefits, employees' perceptions of 141—146
Benefits, ensuring effective ROI on 142—146
Benefits, investment in 141
Best practices, measurement of ROI as 12 13
Bezos, Jeff, on culture 66
Bonuses 119—120 126
Bottom-up performance measures 51
Brand, employment 75 78
Branding-reward link 42
Broadbanding 102—104
Brown, Dick, on coaching 162
Business & Legal Reports 88 89
Business objectives and organizational culture style 33—35
Business objectives at Arbella Insurance 38—41
Business objectives in functional work culture 33—35
Business objectives in network culture 34 37—38
Business objectives in process work culture 34—36
Business objectives in time-based work culture 34 36
Business objectives rewards structure in 42—44
Business objectives total rewards strategy for 41—43
Business objectives, linking rewards to 31—44
Business systems, as management lever 7
C-Sort 39—40
Cantalupo, Jim 148
Career ladder promotions 111
Career paths 181—198
Career paths and architecture of roles 184—187
Career paths and competencies for management roles 187—192
Career paths and internal development opportunities 68—69 181—183
Career paths and savings in rewards budgets 197—198
Career paths in rewards strategy 196—197
Career paths, principles for developing 192—196
Career paths, skills-job alignment for 183—184
Caterpillar Corporation 201 203 210 220 221
Challenges, goals as 46
Chambers, John, on stock option plans 49
Chrysler, culture of 36
Cisco 161 162
Climate see work climate
coaching 162 163—165 178
Communication(s) 199—213
Communication(s) for gaining employee trust 202—204
Communication(s) in network culture 37
Communication(s) of benefits program 149—150 153—154
Communication(s) of compensation program 27—28
Communication(s) of incentive plans 135
Communication(s) of performance measures 178
Communication(s), choosing vehicle for 207—208
Communication(s), conceptual and logistical matrix of 203
Communication(s), discussion protocols for 210—212
Communication(s), effectiveness of 77
Communication(s), for managing expectations 200—202
Communication(s), implementing plan for 208 210—212
Communication(s), overcoming barriers to 206—207
Communication(s), strategic planning of 204—208
Communication(s), tactical planning of 208 209
Compa-ratio 107
Compensation programs, aligning culture and 4—5
Compensation programs, base pay in 97—98 106—108
Compensation programs, cost of 2
Compensation programs, merit pay in 25
Compensation programs, most common approaches to 3
Compensation programs, primary structures for 98—99
Compensation programs, problems with 2—4
Compensation programs, ROI of 11
Compensation programs, salary increases in 108—109 see also rewards programs
Compensation-culture matrix 34
Competencies as management lever 7
Competencies for management roles 187—192
Competencies in performance management 172—175
Competencies, across management roles 189—192
Competencies, increasing 160 161
Competencies, jobs grouped by 103
Competencies, threshold 188
Conceptual complexity (communication) 203 204
Continental Airlines 123
Cozyn, Martin, on performance levels 180
Culture see organizational culture
customer satisfaction 45
Customer service 35—36
Deere & Company 91—92
Deficiency needs 70—71
Defined benefits/contributions 144
Demotions, pay and 111—112
Development, as reward 187—198
Developmental moves, pay and 112
Dialogues, performance 26 125 163
Differentiation between top and average performers 166
Differentiation by competencies 173—174
Differentiation in rewards 24—28
Differentiation in variable pay 124—125
Differentiation of performance 18—19
Discretionary rewards 119—120
Discussion protocols 210—212
Diversity in workforce 63—64
| Downward reevaluation of positions 113—114
Eckenrod, Mary, on performance management 161 162
Emerson, Ralph Waldo, on consistency 169
Emotional Intelligence (Daniel Goleman) 172
Employee branding 14
Employee satisfaction 15 138
Employee talent 182—183
Employees as best competitive advantage 61
Employees as teams 57—58
Employees, confidence of 68
Employees, engaging 63
Employees, feedback from 76
Employees, gaining trust of 202—204
Employees, goals of 26—27
Employees, in goal-setting process 47
Employees, managing expectations of 124—125 200—202
Employees, perceptions of benefits by 141—146
Employees, ROI for 17—19
Employees, valued work elements of 19—20
Employees, work/life balance for 69—70
Employment brand 75 78
Equity, in variable pay plans 121 122
Essential competencies 173
Expectations, employee 124—125 200—202
Feedback on current rewards offered 76
Feedback on meeting goals 46 47
Feedback, multi-rater 176
Fidelity Investments 41
Field of Dreams (movie) 31
Financial Times 174
Fitz-enz, Jac 19—20
Flextime 70 145
Focus, creating 46
Folley, Greg, on change-management program 201 203
Forced performance distributions 178 179
Forced ranking systems 178—179
Formal coaching 164
Fortune magazine 1 see also America's Most Admired Companies list
Fournier, Stephen, on job valuation 88
Francino, Terri, on Southco's benefits 149
Functional silos 183
Functional work culture 33—35 56 151
Funding for benefits 144
Funding for rewards 25
Gainsharing 126 135
General Electric 36
General Motors 141
Geographic pay differentials 114
George, Dennis, on career environment 182
Gerstner, Lou, on information sharing at IBM 128—129
Gerstner, Lou, on motivation for work 55
Gift rewards 122
Goals, clarifying 25
Goals, performance, see performance goals rewards consistent with value of 26—27
Goals, SMART 59 169—171
Goleman, Daniel 64 172
Grades, salary 100—102
Graebner, Donna 95
Gray, Jill, on recognition program 221 222
Groninger, Don, on Beaumont benefits package 152
Hay Group 1
Heineken USA 66
Herzberg, Fred 215
Home Depot 104—105
Hot skills, pay differentials for 114
HR see human resources (HR)
Human needs, hierarchy of 71—72
Human Resource Executive, on pricing jobs 90
Human resources (HR), compensation function in 13
Human resources (HR), market pricing focus of 86—87
Human resources (HR), rewards program within 31—32
Human resources (HR), understanding methods of 87—89
IBM 128 157
Incentive measures 48—50
Incentive-culture matrix 34
Incentives for motivation 121—127
Incentives in rewards philosophy 53—54
Incentives sales 139—140
Incentives, bonuses vs. 119—120
Incentives, weighting of 129 see also variable pay
Individual job pricing 99—100
Informal coaching 164
Information technology 35
Input criteria 184
Intangible (nonmonetary) reward(s) 5 6
Intangible (nonmonetary) reward(s) and retention 15 16
Intangible (nonmonetary) reward(s) in rewards philosophy 54
Intangible (nonmonetary) reward(s) in total rewards approach 42 43 62 65
Intangible (nonmonetary) reward(s), ROI in 21
Intangible (nonmonetary) reward(s), taking stock of 74—75
Intangible (nonmonetary) reward(s), value of 14
Intangible (nonmonetary) reward(s), work climate as 67
Internal value 43 82
JCPenney 94—95
Job content, understanding of 86—87
Job content-based market pricing 93—95
Job descriptions, performance objectives in 56—57
Job design, as management lever 7
Job enablement factors 70
Job evaluation 82 90—92
Job satisfaction, drivers of 70
Job valuation see valuing employees' work
John Deere see Deere & Company
Johnson, Ben, on retention 69
Johnson, Rich, on Home Depot's growth and pay system 105
Judiesch, Michael K. 20
Kanter, Rosabeth Moss, on recognition 71
Kelleher, Herb, on intangibles 61
Key messengers 206
Key Performance Indicators (KPIs) 169
KISS (Keep It Simple, Stupid) principle 4 137
Kluz, Allan on communications 200
Kluz, Allan on Northwestern Mutual rewards program 37—38
KPIs (Key Performance Indicators) 169
Lafley, A. G., on employee development 187
Lane, Robert W. 91
Lasko, Bruce, on Avaya's benefits 156
Lateral transfers, pay and 112
Leadership as management lever 7
Leadership, confidence in 67—68
Leadership, fostering commitment of 73
Leadership, passion and vision of 148
Leadership, risks of moves within 195—196
Legal defensibility 92
Leinart, John, on job valuation 91
Levels of work, roles and 185 186
Levers for management 6—8
Line managers 1 19—20 88—89
Line roles 185
Logistical complexity (communication) 203 204
Loyola University Chicago 1
Lyle, Steve, on retention 69
Management processes and systems 7
Managers, career counseling by 182
Managers, competencies for roles of 187—192
Managers, dealings with HR by 87—89
Managers, employee reward vehicles for 166
Managers, employees' views of 69
Managers, line 1 19—20 88—89
Managers, performance dialogues by 26
Managers, performance management role of 161—167
Managers, ROI from training of 21
Managers, roles of 184—187
Managers, unit reviews by 125
Market anchors 104
Market pricing 82—87 92—95 115
Market ranking system 84
Market reference values 84
Market zones 106 107
Market, linking performance to 105—109
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