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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 |
Maslow's hierarchy of human needs 71—72
McClelland, David 172
McDonald's 145 148 219
Measurable goals 169—170
Merchandise rewards 122
Merit pay programs 18 26 40—41 108—109 115
Messages, creating 206
Mission of company 50—51
Monetary rewards as usual focus of programs 5
Monetary rewards in variable pay plans 121—122
Motivation and recognition 120 167 217
Motivation, incentives for 121—127
Motivation, setting targets for 59—60
Motivation-Hygiene Theory 215
Multi-rater feedback 176
Nenner, Amy, on Heineken's culture 66
Network work culture 34 37—38 56 151—152
New hires, base pay for 110—111 116
Noncash awards 220—221 see also intangible rewards
Northwestern Mutual 37—38 200—202
Objectives of communications 205
Objectives of strategic change 205
Objectives of variable pay programs 122—124
Objectives, alignment of 73 160
Objectives, individual 130
Objectives, motivational 59—60
Objectives, organizational 73
Objectives, overlapping 19
Objectives, working backward from 76—77
Organization design, as management lever 7
Organizational culture and compensation program 4—5
Organizational culture and performance metrics 55 56
Organizational culture and performance objectives 54
Organizational culture as management lever 7
Organizational culture in total rewards program 65—66
Organizational culture, functional 33—35
Organizational culture, mission and values in 50—51
Organizational culture, network 34 37—38
Organizational culture, process 34—36
Organizational culture, rewards design based on 33—35
Organizational culture, time-based 34 36
Organizational culture, work climate vs. 67
Output criteria 184
Ownership shares 121 122
Pay in total rewards program 14 see also base pay/salary
Pay, differentiation in 18—19
Pay, relationship of performance and 22—24
Payouts (incentive pay) 132—133
People levers 6—8
Performance as predictor of future performance 53
Performance goals 45—47
Performance goals as motivation 123—124
Performance goals in performance management 168
Performance goals, key attributes of 59
Performance goals, on personal impact maps 135 136
Performance goals, progress toward see performance measures
Performance goals, setting 46—47
Performance goals, SMART 59 169—171
Performance goals, variable pay based on 121—127
Performance Management 159—180
Performance management, clarity in 167
Performance management, coaching in 164—165
Performance management, competencies in 172—175
Performance management, essential components of 24—25
Performance management, measuring performance in 176—180
Performance management, multi-rater feedback in 176
Performance management, planning phase in 162—163
Performance management, process model for 161
Performance management, rationale for 159—161
Performance management, reviewing phase in 164—166
Performance management, rewarding phase in 166—167
Performance management, roles of managers in 161—167
Performance management, serious approach to 133
Performance management, skills and behaviors in 168 172
Performance management, total rewards approach to 61—62
Performance management, value-creating outcomes of 168—171
Performance measures 45 48—60
Performance measures, choosing 48—50
Performance measures, framework of 58—59
Performance measures, in performance management 176—180
Performance measures, motivation with 123—124
Performance measures, setting targets/objectives in terms of 59—60
Performance measures, system of 50—56
Performance measures, top down and bottom up drivers of 55—59
Performance measures, weighted schedules for 129—134
Performance, appropriate targets for 45 see
Performance, dialogues on 26 125 163
Performance, differentiating 18—19
Performance, linking market and 105—109
Performance, linking strategy and 54—55
Performance, motivation for 123
Performance, ongoing dialogue about 125
Performance, relationship of pay and 22—24
Performance, rewards differentiations based on 25—27
Performance, right measures of 45 see
Performance, value of improvement in 20—24
Personal development, as reward 187—198
Personal impact maps 135 136
Peter Principle 197
Peter, Laurence Johnston 197
Pfeffer, Jeffrey, on best compensation practices 3—4
Philips 78
Philosophy of rewards 61—64
Planning phase (performance management) 162—163
Poe, Alisa, on AMIG rewards program 155
Poe, Alisa, on recognition 221
Point-factor valuation approach 82—84 90—91
Process work culture 34—36 56 151
Promotions, pay and 111
Prorated payouts 132—133
Prudential Financial Services 216—217
Recognition 215—222
Recognition as management lever 7—8
Recognition as motivator 70—71
Recognition at Prudential Financial Services 216—217
Recognition at TDK Electronics 221—222
Recognition in rewards philosophy 54
Recognition in variable pay programs 122
Recognition, behaviors deserving 218
Recognition, costs of 71
Recognition, eligibility for 219—220
Recognition, formality of 219
Recognition, frequency, size, and types of awards for 220
Recognition, motivation vs. 120
Recognition, nonfinancial 120—121 220—221
Recognition, power of 217—218
Recognition, prevalence of programs for 215—216
Relevant goals 171
Replacements, Ltd. 125—127
Retention and career opportunities 68—69
Retention and costs of turnover 74
Retention and employee confidence 68
Retention and person-organization fit 79
Retention and war for talent 62—63
Retention, importance of intangible rewards in 15 16
Retention, performance management for 160
Retention, ROI in 21
Retention, strategies for 14
Return on investment (ROI) 11—29
Return on investment (ROI) and principles for differentiated rewards 24—28
Return on investment (ROI) in benefits 142—146
Return on investment (ROI) in employee satisfaction factors 14—16
Return on investment (ROI) in intangible rewards 14
Return on investment (ROI), employee perspective on 17—19
Return on investment (ROI), factors in 16
Return on investment (ROI), managers' influence on 19—20
Return on investment (ROI), measures of 11—14 16—17
Return on investment (ROI), qualitative vs. quantitative factors in 16—17
Return on investment (ROI), value of improved performance in 20—24
Reviewing phase (performance management) 164—166
| Rewarding phase (performance management) 166—167
Rewards budgets 78 197—198
Rewards in employment relationship 64
Rewards philosophy 61—64
Rewards programs as management lever 7 8
Rewards programs, blueprint for 32—33
Rewards programs, differentiated system for 24—28
Rewards programs, intangible and monetary rewards in 5 6
Rewards programs, manager's tool kit for 5—8
Rewards programs, quantifying costs of 75 see also total rewards program
Rewards, definitions of 62
Rewards, differentiation in 124—125
Rewards, weighted schedules for 129—134
ROI see return on investment
ROI of Human Capital, The (Jac Fitzenz) 19—20
Role promotions 111
Roles and levels of work 185 186
Roles in performance management 161—167
Roles, architecture of 184—187
Roles, management competencies for 187—192
Roles, understanding demands of 192—194
Rooney, Andy, on availability of money 23
Salary see pay
Salary grades 100—102
Sales incentives 139—140
Saratoga Institute 19
Sarni, Terri, on Prudential Financial recognition program 216—217
Sartain, Libby, on average performers 179
Schmidt, Frank L. 20
Schmidt, John E. 20
Schultz, Howard on health-care spending 141
Schultz, Howard on Starbucks' values 49
Scott, Dow, on measurement of ROI 13—14
Sears 130
Shadders, Karen, on employee satisfaction 143
SMART goals 59 169—171
Smith, Carl, on recognition 220 221
Smith, Carl, on tactical communication 210
Smith, Kelly, on variable pay plan 126 127
Southco 149
Southwest Airlines 61
Specific goals 169
St. Vincent's Medical Center 155
Staff roles 185
Starbucks 49 141
Strategic objectives, employees' understanding of 14—15 68
Strategic planning 204—208
Strategy for total rewards 72—79
Strategy, linking performance with 54—55
Sunset provisions 137
Superstars, pay for 114
Sweet spot (variable pay) 131—132
Tactical communication planning 208 209
Taking stock phase 73—75
Talent of management 194—195
Talent, war for 62—63
Tangible rewards for meeting goals 46
Tangible rewards in total rewards approach 61—62 71
Tangible rewards, ROI in 22
Tangible rewards, structure for 42—44
Tangible rewards, taking stock of 73—74
Target audience, delineating 205—206
TDK Electronics Corporation 221—222
Team design, as management lever 7
Teams, accountabilities in 57
Teams, promoting teamwork in 127—129
Teams, types of 57—58
Texas Instruments (TI) 69
Threshold competencies 173 188
TI (Texas Instruments) 69
Time-based goals 171
Time-based work culture 34 36 56 151
Top-down performance measures 51
Total rewards program 5 6
Total rewards program and employment relationship 64—65
Total rewards program, artful use of elements in 64—71
Total rewards program, benefits in 146—150
Total rewards program, elements of 14 62
Total rewards program, four-phase approach to 73—79
Total rewards program, growth and development opportunities in 68—69
Total rewards program, job enablement in 70
Total rewards program, leadership and direction in 67—68
Total rewards program, links between elements in 71—72
Total rewards program, recognition in 70—71
Total rewards program, strategy for 41—43 72—79
Total rewards program, structure for 42—44
Total rewards program, tangible and intangible elements of 62
Total rewards program, work climate in 67
Total rewards program, work culture and values in 65 66
Total rewards program, work/life balance in 69—70
Training, ROI from 21
Trust, gaining 202—204
Turnover, costs of 75
Upward reevaluation of positions 113
Value proposition 14 75 78
Value(s) as management lever 7
Value(s) in organizational culture 50 51
Value(s) in reward structure 42
Value(s) in total rewards program 65—66
Value(s) of benefits 142 147—148
Value(s), assessing 51
Value(s), external vs. internal 43 82
Value(s), market reference 84
Value(s), reflected in base pay 52 53
Valuing employees' work 81—96
Valuing employees' work and structure of rewards 42—44
Valuing employees' work at Deere & Company 91—92
Valuing employees' work at JCPenney 94—95
Valuing employees' work in the 2000s 85—86
Valuing employees' work, changes in views of 82—85
Valuing employees' work, job content market pricing approach to 93—94
Valuing employees' work, job evaluation approach to 90—91
Valuing employees' work, manager's understanding of HR methods for 87—89
Valuing employees' work, market-pricing approach to 92—93
Valuing employees' work, methods of 89—90
Valuing employees' work, understanding of job content in 86—87 see also base pay/salary
Van Leeuwen, Brenda, on retaining talent 78
Variable pay 119—140
Variable pay as exception, not rule 125
Variable pay as recognition 120—121
Variable pay at Replacements, Ltd. 125—127
Variable pay in process work culture 35—36
Variable pay in time-based work culture 36
Variable pay, based on performance goals 121—127
Variable pay, bonuses as 119—120
Variable pay, differentiation in 124—125
Variable pay, discretionary plans for 120
Variable pay, incentives as 119 120
Variable pay, maintaining effectiveness of 137—140
Variable pay, matrix for 130—131
Variable pay, maximizing results of 133 135—137
Variable pay, minimum/prorated payouts of 132—133
Variable pay, purpose for using 122—124
Variable pay, team-based 127—129
Variable pay, types of 121—122
Variable pay, unforeseen outcomes of 133 134
Variable pay, weighted schedules for 129—134
Vassil, Jane, on St. Vincent's benefits program 155
Venski, Gloria, on distribution of merit pay 26
War for talent 62—63
Wegman's Food Markets, Inc. 143
Welch, Jack 4
Welch, Jack, on pay and performance 18
Welch, Jack, on performance culture 179
White, Scott, on work climate 67
Whole job slotting 90
Work climate 4 67 160
Work culture see organizational culture
Work processes, as management lever 7
Work, levels of 185 186
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