Non-monetary incentives and recognition programmes are an area of employee motivation that is often overlooked. Yet, as Fisher's book reveals, a strategic focus on non-cash rewards can generate significant return on investment in terms of employee engagement, performance improvement and financial results. In the present economic context, with companies pushing to deliver more for less, it is a particularly pertinent issue. Strategic Reward and Recognition brings together theory and practice to guide HR professionals, consultants and senior leaders in developing the most effective programmes…mehr
Non-monetary incentives and recognition programmes are an area of employee motivation that is often overlooked. Yet, as Fisher's book reveals, a strategic focus on non-cash rewards can generate significant return on investment in terms of employee engagement, performance improvement and financial results. In the present economic context, with companies pushing to deliver more for less, it is a particularly pertinent issue. Strategic Reward and Recognition brings together theory and practice to guide HR professionals, consultants and senior leaders in developing the most effective programmes for their organizations. It features examples of good practice from all over the world, from different sectors and from both large and small organizations, providing coverage of digital as well as in-person schemes.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
John G Fisher is CEO of FMI Group, a brand engagement consulting firm. He has over 30 years' experience in marketing communications, incentives, and performance improvement programs, specializing in the financial services sector. He is also the author of How to Run Successful Employee Incentive Schemes and Strategic Brand Engagement (both published by Kogan Page).
Inhaltsangabe
Acknowledgements Introduction: Dealing with human beings Incentives versus recognition Does recognition really work? The balanced scorecard Bribery and corruption The non-cash improvement dividend Some definitions Where to start? Brand consistency Performance improvement model 01 Why 'benefits' do not deliver performanceimprovement Tax treatment of benefits and perks The Motivation to Work by Frederick Herzberg (1959) Only 'motivators' improve work performance Does Herzberg's theory suggest more use of incentives? Cash or non-cash? Are there any other motivational theories to consider? Benefits and perks are not the answer 02 Recognition and reward theory What drives employees to perform better? Experimental timeline The rise of teamwork and affiliation Basic physiological human needs Murray's basic human needs Maslow's hierarchy of needs Victor Vroom and job satisfaction Herzberg: two-factor theory Goal setting and the quest for higher performance Cottrell and teamwork Goals and goal setting Flow and job satisfaction Performance and HR Principles of corporate motivation Key concepts in human motivation theory 03 Motivation in practice Most programmes are sales-related Other automotive incentive hybrids IT and all things electrical Some characteristics of sales incentives Recognition programmes Do reward and recognition programmes work? 04 The performance improvement programme model The performance improvement model Not all the elements are equal Delivering the performance improvement model Is performance improvement an HR or a marketing task? What type of programmes could the PIP model be used for? Getting started: the human audit 05 Know your people: The human audit Context is everything Company and sector performance Personnel inventory Research principles for employee surveys Researching sales and distribution attitudes Human audit in practice: Hotpoint/Creda white goods Interpreting the human audit 06 Skills and learning for performance improvement How do people learn specific skills? Bloom's three domains of learning Bloom's Taxonomy of Educational Objectives (1956) Workplace learning Learning styles: David Kolb Learning and practical performance improvement Financial services learning example: attitude and cognitive Agricultural representatives: psychomotive and cognitive Evaluating the impact of learning The performance improvement programme dividend 07 Communicating reward and recognition Communicating incentives Getting top-level buy-in Negotiating with stakeholders End user communication Communicating recognition What's in it for me? Strategic points about programme rules The media of programme communication Portals 08 Rewards Does more money produce higher performance? Performance-related pay Money versus massage Self-fulfilling prophecy Mazda Motor Corporation Trophy value Rewards preferences Types of non-monetary reward Balancing rewards 09 Recognition Formal recognition programmes Peer-to-peer recognition schemes Deciding on values Ideas and suggestion schemes Reward strategy for recognition programmes Long-service awards Retirement gifts 10 Structuring reward and recognition programmes Setting sales goals Setting non-sales goals Using research to structure the programme Using skills in the structure Communication elements within the structure Reward elements within the structure Constructing the rules Programme length Structures change with the market 11 Setting the budget Incremental profit for sales incentives Incremental profit for employee programmes Budget headings Setting an appropriate reward level Budgeting for variable rewards Procurement and contracting Terms and conditions Choosing an appropriate supplier Budgeting strategy 12 International aspects Multi-country programmes Concept transfer Destination choices for overseas travel events Do global programmes work? 13 Troubleshooting reward and recognition Launching your programme Dealing with rewards Hybrid reward and recognition systems Abuse of corporate programmes and errors Scheme transfer to a new supplier The participant is always right 14 The future of reward and recognition Peer-to-peer, not top-down Participant research Skills development Communication Rewards Time for rewards to go? References Further reading Index
Acknowledgements Introduction: Dealing with human beings Incentives versus recognition Does recognition really work? The balanced scorecard Bribery and corruption The non-cash improvement dividend Some definitions Where to start? Brand consistency Performance improvement model 01 Why 'benefits' do not deliver performanceimprovement Tax treatment of benefits and perks The Motivation to Work by Frederick Herzberg (1959) Only 'motivators' improve work performance Does Herzberg's theory suggest more use of incentives? Cash or non-cash? Are there any other motivational theories to consider? Benefits and perks are not the answer 02 Recognition and reward theory What drives employees to perform better? Experimental timeline The rise of teamwork and affiliation Basic physiological human needs Murray's basic human needs Maslow's hierarchy of needs Victor Vroom and job satisfaction Herzberg: two-factor theory Goal setting and the quest for higher performance Cottrell and teamwork Goals and goal setting Flow and job satisfaction Performance and HR Principles of corporate motivation Key concepts in human motivation theory 03 Motivation in practice Most programmes are sales-related Other automotive incentive hybrids IT and all things electrical Some characteristics of sales incentives Recognition programmes Do reward and recognition programmes work? 04 The performance improvement programme model The performance improvement model Not all the elements are equal Delivering the performance improvement model Is performance improvement an HR or a marketing task? What type of programmes could the PIP model be used for? Getting started: the human audit 05 Know your people: The human audit Context is everything Company and sector performance Personnel inventory Research principles for employee surveys Researching sales and distribution attitudes Human audit in practice: Hotpoint/Creda white goods Interpreting the human audit 06 Skills and learning for performance improvement How do people learn specific skills? Bloom's three domains of learning Bloom's Taxonomy of Educational Objectives (1956) Workplace learning Learning styles: David Kolb Learning and practical performance improvement Financial services learning example: attitude and cognitive Agricultural representatives: psychomotive and cognitive Evaluating the impact of learning The performance improvement programme dividend 07 Communicating reward and recognition Communicating incentives Getting top-level buy-in Negotiating with stakeholders End user communication Communicating recognition What's in it for me? Strategic points about programme rules The media of programme communication Portals 08 Rewards Does more money produce higher performance? Performance-related pay Money versus massage Self-fulfilling prophecy Mazda Motor Corporation Trophy value Rewards preferences Types of non-monetary reward Balancing rewards 09 Recognition Formal recognition programmes Peer-to-peer recognition schemes Deciding on values Ideas and suggestion schemes Reward strategy for recognition programmes Long-service awards Retirement gifts 10 Structuring reward and recognition programmes Setting sales goals Setting non-sales goals Using research to structure the programme Using skills in the structure Communication elements within the structure Reward elements within the structure Constructing the rules Programme length Structures change with the market 11 Setting the budget Incremental profit for sales incentives Incremental profit for employee programmes Budget headings Setting an appropriate reward level Budgeting for variable rewards Procurement and contracting Terms and conditions Choosing an appropriate supplier Budgeting strategy 12 International aspects Multi-country programmes Concept transfer Destination choices for overseas travel events Do global programmes work? 13 Troubleshooting reward and recognition Launching your programme Dealing with rewards Hybrid reward and recognition systems Abuse of corporate programmes and errors Scheme transfer to a new supplier The participant is always right 14 The future of reward and recognition Peer-to-peer, not top-down Participant research Skills development Communication Rewards Time for rewards to go? References Further reading Index
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