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- catalog abstract "People, Performance, and Pay identifies today's four most common organizational work cultures - functional, process, time-based, and network - and explains how to align innovative pay policies with each. With examples from LEGO, Hallmark, Holiday Inn, and other leading organizations, the authors explain how to assess an organization's current culture and determine what its future culture should be. They then demonstrate pay's role in such change initiatives, and how compensation must be integrated with other human resource processes, such as selection, training, and performance management. They also discuss the full range of pay strategies available today and how they can be best used to move the organization forward; for example, they recommend decreasing an organization's emphasis on base pay as it shifts from a functional culture to a process, time-based, or network culture.".
- catalog alternative "People, performance & pay".
- catalog contributor b9031167.
- catalog contributor b9031168.
- catalog contributor b9031169.
- catalog contributor b9031170.
- catalog contributor b9031171.
- catalog created "c1996.".
- catalog date "1996".
- catalog date "c1996.".
- catalog dateCopyrighted "c1996.".
- catalog description "Foreword / Robert D. Krebs -- 1. The Compensation Lag -- 2. Work Cultures -- 3. The Role of Pay in Organizational Change -- 4. Dynamic Compensation Strategies and Tactics -- 5. Aligning Cultures and Compensation -- 6. Benefits in the Changing Organization -- 7. Rewarding Leadership in the Changing Organization -- 8. Reconsidering Executive Pay -- 9. Pay and the Changing Role of Human Resources -- 10. Communicating Pay -- 11. Nine Principles of Dynamic Pay -- Epilogue: Paying for People.".
- catalog description "Includes bibliographical references (p. 255-259) and index.".
- catalog description "People, Performance, and Pay identifies today's four most common organizational work cultures - functional, process, time-based, and network - and explains how to align innovative pay policies with each. With examples from LEGO, Hallmark, Holiday Inn, and other leading organizations, the authors explain how to assess an organization's current culture and determine what its future culture should be. They then demonstrate pay's role in such change initiatives, and how compensation must be integrated with other human resource processes, such as selection, training, and performance management. They also discuss the full range of pay strategies available today and how they can be best used to move the organization forward; for example, they recommend decreasing an organization's emphasis on base pay as it shifts from a functional culture to a process, time-based, or network culture.".
- catalog extent "xvii, 269 p. :".
- catalog hasFormat "People, performance, and pay.".
- catalog identifier "0028740599".
- catalog isFormatOf "People, performance, and pay.".
- catalog issued "1996".
- catalog issued "c1996.".
- catalog language "eng".
- catalog publisher "New York : Free Press,".
- catalog relation "People, performance, and pay.".
- catalog subject "658.3/22 20".
- catalog subject "Compensation management.".
- catalog subject "HF5549.5.C67 F57 1996".
- catalog tableOfContents "Foreword / Robert D. Krebs -- 1. The Compensation Lag -- 2. Work Cultures -- 3. The Role of Pay in Organizational Change -- 4. Dynamic Compensation Strategies and Tactics -- 5. Aligning Cultures and Compensation -- 6. Benefits in the Changing Organization -- 7. Rewarding Leadership in the Changing Organization -- 8. Reconsidering Executive Pay -- 9. Pay and the Changing Role of Human Resources -- 10. Communicating Pay -- 11. Nine Principles of Dynamic Pay -- Epilogue: Paying for People.".
- catalog title "People, performance & pay".
- catalog title "People, performance, and pay : dynamic compensation for changing organizations / The Hay Group ; Thomas P. Flannery, David A. Hofrichter, Paul E. Platten.".
- catalog type "text".