The definitive guide to improving performance through reward and recognition policies and processes by leading human resource management expert Michael Armstrong.
The definitive guide to improving performance through reward and recognition policies and processes by leading human resource management expert Michael Armstrong.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages. Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.
Inhaltsangabe
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
