The third edition has been thoroughly revised and updated by a new four-member author team. It features a new conceptual framework based on systems thinking and a dual model of strategic alignment and psychological engagement. It provides a balance between research evidence and practice, and is enhanced with a more applied and technical approach.
The third edition has been thoroughly revised and updated by a new four-member author team. It features a new conceptual framework based on systems thinking and a dual model of strategic alignment and psychological engagement. It provides a balance between research evidence and practice, and is enhanced with a more applied and technical approach.
John Shields is Deputy Dean (Education) of the University of Sydney Business School and Professor of Human Resource Management and Organisational Studies in the Discipline of Work and Organisational Studies. Professor Shields holds a PhD in Economic History from the University of Sydney (1990). His principal areas of research and teaching include performance management, reward management, executive remuneration and corporate governance, and business and labour history. He is currently engaged in national and international collaborative research projects in the fields of strategic reward configuration, predictors of employee pay preferences, the impact of the director human and social capital on firm financial performance, and the relationship between employee emotional intelligence, cultural value orientation and workplace wellbeing.
Inhaltsangabe
1. Performance and reward basics 2. Strategic alignment and psychological engagement 3. Managing for results 4. Performance appraisal and management 5. Reviewing, discussing and developing employee performance 6. Base pay 7. Employee benefits 8. Recognising and rewarding individual performance 9. Collective short-term incentive plans 10. Employee share ownership 11. System review, change and development 12. New horizons in performance and reward management.
1. Performance and reward basics 2. Strategic alignment and psychological engagement 3. Managing for results 4. Performance appraisal and management 5. Reviewing, discussing and developing employee performance 6. Base pay 7. Employee benefits 8. Recognising and rewarding individual performance 9. Collective short-term incentive plans 10. Employee share ownership 11. System review, change and development 12. New horizons in performance and reward management.
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