Michael Armstrong, Duncan Brown
Armstrong's Handbook of Reward Management Practice
Improving Performance Through Reward
Michael Armstrong, Duncan Brown
Armstrong's Handbook of Reward Management Practice
Improving Performance Through Reward
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The definitive guide to improving performance through reward and recognition policies and processes by leading human resource management expert Michael Armstrong.
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The definitive guide to improving performance through reward and recognition policies and processes by leading human resource management expert Michael Armstrong.
Produktdetails
- Produktdetails
- Verlag: Kogan Page Ltd
- 7 Revised edition
- Seitenzahl: 448
- Erscheinungstermin: 3. November 2023
- Englisch
- Abmessung: 239mm x 170mm x 25mm
- Gewicht: 760g
- ISBN-13: 9781398611122
- ISBN-10: 1398611123
- Artikelnr.: 67567359
- Verlag: Kogan Page Ltd
- 7 Revised edition
- Seitenzahl: 448
- Erscheinungstermin: 3. November 2023
- Englisch
- Abmessung: 239mm x 170mm x 25mm
- Gewicht: 760g
- ISBN-13: 9781398611122
- ISBN-10: 1398611123
- Artikelnr.: 67567359
Michael Armstrong and Duncan Brown
Chapter
00: Introduction; Section
ONE: Fundamentals of reward management; Chapter
01: Reward management
An overview; Chapter
02: Strategic reward; Chapter
03: Total reward; Section
TWO: Aspects of reward management; Chapter
04: Factors affecting reward; Chapter
05: Financial rewards; Chapter
06: Non
financial rewards; Chapter
07: Motivation and reward; Chapter
08: Engagement and reward; Chapter
09: Performance and reward; Chapter
10: Financial well
being; Chapter
11: The gender pay gap; Chapter
12: The ethical approach to reward and performance management; Section
Section THREE: Base pay management; Chapter
13: Job evaluation; Chapter
14: Market pricing; Chapter
15: Grade and pay structures; Section
FOUR: Rewarding and recognizing performance; Chapter
16: Pay progression through contingent pay; Chapter
17: Bonus schemes; Chapter
18: Team pay; Chapter
19: Rewarding for business performance; Chapter
20: Recognition; Section
FIVE: Rewarding special groups; Chapter
21: Rewarding chief executives; Chapter
22: Rewarding sales and customer service staff; Chapter
23: Rewarding knowledge workers; Chapter
24: Rewarding manual workers; Chapter
25: International reward; Section
SIX: Employee benefits; Chapter
26: Employee pensions and benefits; Chapter
27: Flexible benefits; Section
SEVEN: The practice of reward management; Chapter
28: Evidence
based reward management; Chapter
29: Managing reward systems; Chapter
30: Managing reward risk; Chapter
31: Responsibility for reward; Chapter
32: Reward management developments in the UK
00: Introduction; Section
ONE: Fundamentals of reward management; Chapter
01: Reward management
An overview; Chapter
02: Strategic reward; Chapter
03: Total reward; Section
TWO: Aspects of reward management; Chapter
04: Factors affecting reward; Chapter
05: Financial rewards; Chapter
06: Non
financial rewards; Chapter
07: Motivation and reward; Chapter
08: Engagement and reward; Chapter
09: Performance and reward; Chapter
10: Financial well
being; Chapter
11: The gender pay gap; Chapter
12: The ethical approach to reward and performance management; Section
Section THREE: Base pay management; Chapter
13: Job evaluation; Chapter
14: Market pricing; Chapter
15: Grade and pay structures; Section
FOUR: Rewarding and recognizing performance; Chapter
16: Pay progression through contingent pay; Chapter
17: Bonus schemes; Chapter
18: Team pay; Chapter
19: Rewarding for business performance; Chapter
20: Recognition; Section
FIVE: Rewarding special groups; Chapter
21: Rewarding chief executives; Chapter
22: Rewarding sales and customer service staff; Chapter
23: Rewarding knowledge workers; Chapter
24: Rewarding manual workers; Chapter
25: International reward; Section
SIX: Employee benefits; Chapter
26: Employee pensions and benefits; Chapter
27: Flexible benefits; Section
SEVEN: The practice of reward management; Chapter
28: Evidence
based reward management; Chapter
29: Managing reward systems; Chapter
30: Managing reward risk; Chapter
31: Responsibility for reward; Chapter
32: Reward management developments in the UK
Chapter
00: Introduction; Section
ONE: Fundamentals of reward management; Chapter
01: Reward management
An overview; Chapter
02: Strategic reward; Chapter
03: Total reward; Section
TWO: Aspects of reward management; Chapter
04: Factors affecting reward; Chapter
05: Financial rewards; Chapter
06: Non
financial rewards; Chapter
07: Motivation and reward; Chapter
08: Engagement and reward; Chapter
09: Performance and reward; Chapter
10: Financial well
being; Chapter
11: The gender pay gap; Chapter
12: The ethical approach to reward and performance management; Section
Section THREE: Base pay management; Chapter
13: Job evaluation; Chapter
14: Market pricing; Chapter
15: Grade and pay structures; Section
FOUR: Rewarding and recognizing performance; Chapter
16: Pay progression through contingent pay; Chapter
17: Bonus schemes; Chapter
18: Team pay; Chapter
19: Rewarding for business performance; Chapter
20: Recognition; Section
FIVE: Rewarding special groups; Chapter
21: Rewarding chief executives; Chapter
22: Rewarding sales and customer service staff; Chapter
23: Rewarding knowledge workers; Chapter
24: Rewarding manual workers; Chapter
25: International reward; Section
SIX: Employee benefits; Chapter
26: Employee pensions and benefits; Chapter
27: Flexible benefits; Section
SEVEN: The practice of reward management; Chapter
28: Evidence
based reward management; Chapter
29: Managing reward systems; Chapter
30: Managing reward risk; Chapter
31: Responsibility for reward; Chapter
32: Reward management developments in the UK
00: Introduction; Section
ONE: Fundamentals of reward management; Chapter
01: Reward management
An overview; Chapter
02: Strategic reward; Chapter
03: Total reward; Section
TWO: Aspects of reward management; Chapter
04: Factors affecting reward; Chapter
05: Financial rewards; Chapter
06: Non
financial rewards; Chapter
07: Motivation and reward; Chapter
08: Engagement and reward; Chapter
09: Performance and reward; Chapter
10: Financial well
being; Chapter
11: The gender pay gap; Chapter
12: The ethical approach to reward and performance management; Section
Section THREE: Base pay management; Chapter
13: Job evaluation; Chapter
14: Market pricing; Chapter
15: Grade and pay structures; Section
FOUR: Rewarding and recognizing performance; Chapter
16: Pay progression through contingent pay; Chapter
17: Bonus schemes; Chapter
18: Team pay; Chapter
19: Rewarding for business performance; Chapter
20: Recognition; Section
FIVE: Rewarding special groups; Chapter
21: Rewarding chief executives; Chapter
22: Rewarding sales and customer service staff; Chapter
23: Rewarding knowledge workers; Chapter
24: Rewarding manual workers; Chapter
25: International reward; Section
SIX: Employee benefits; Chapter
26: Employee pensions and benefits; Chapter
27: Flexible benefits; Section
SEVEN: The practice of reward management; Chapter
28: Evidence
based reward management; Chapter
29: Managing reward systems; Chapter
30: Managing reward risk; Chapter
31: Responsibility for reward; Chapter
32: Reward management developments in the UK