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Rewarding Excellence : Pay Strategies for the New Economy by Edward E. Lawler III (1999, Hardcover)

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ISBN: 0787950742. Author: Edward E. Lawler III. Condition: New. Qty Available: 1.

About this product

Product Identifiers

PublisherWiley & Sons, Incorporated, John

ISBN-100787950742

ISBN-139780787950743

eBay Product ID (ePID)1589945

Product Key Features

Number of Pages352 Pages

LanguageEnglish

Publication NameRewarding Excellence : Pay Strategies for the New Economy

SubjectHuman Resources & Personnel Management, General

Publication Year1999

TypeTextbook

AuthorEdward E. Lawler III

Subject AreaBusiness & Economics

FormatHardcover

Dimensions

Item Height0.3 in

Item Weight20.8 Oz

Item Length9.1 in

Item Width6.1 in

Additional Product Features

Intended AudienceScholarly & Professional

LCCN99-047329

Reviews"Ed Lawler again expands our knowledge regarding a critical management challenge: how to align reward systems with the evolving organizational forms emerging in the new economy. In this new book, he provides CEOs and HR leaders with an easy-to-follow map for building organizational effectiveness through strategic reward system design." --Daryl D. David, vice president of human resources and strategic growth, Amazon.com, Inc. "Once again, Ed Lawler has written a book human resource professionals can use. Rewarding Excellence provides an excellent blueprint on how to design compensation systems that will attract and retain workers in today's knowledge economy." --Michael R. Losey, president and CEO, Society for Human Resource Management "Leadership capital is a vital corporate resource-perhaps the most critical of all in building for the future. As the 'war for talent' escalates, Ed Lawler's new book provides companies of all sizes with innovative ways to attract, retain, and motivate executives-and to maintain competitive advantage." --Richard M. Ferry, chairman, Korn/Ferry International "Worried about your business in the new millennium business economy? Ed Lawler provides cutting-edge concepts for building high-performance organizations!" --Steven L. Miller, chairman, president and CEO, Shell Oil Company

Dewey Edition21

IllustratedYes

Dewey Decimal658.3/225

Table Of ContentPreface The Author Introduction Part One: Rewards and Organizational Performance 1. Organizational Effectiveness: The New Logic 2. Reward System Design Choices 3. Motivating and Satisfying Excellent Individuals Part Two: Attracting, Developing, and Retaining Employees 4. Attracting and Selecting Excellent Employees 5. Job- and Seniority-Based Approaches 6. Developing and Retaining the Right Individuals Part Three: Rewarding Performance 7. Rewarding Individual Performance 8. Appraising Performance 9. Rewarding Team Excellence 10. Rewarding Organizational Excellence Part Four: Strategic Design 11. Strategic Reward System Design 12. Creating High Performance Organizations

SynopsisIn this work, acclaimed management expert Edward Lawler tells companies what they can do to meet todays "rewards systems challenge"--attracting and retaining talented employees in a market where the employees hold the upper hand., In the new economy, human capital, perhaps more than any other asset, is an organizations chief source of competitive advantage. And if your company wants to attract, retain, and motivate the kind of people it needs to hold that advantage, it needs to develop a reward system that recognizes their market value and rewards them for developing their knowledge and skills. It needs a system that encourages high performance as it rewards excellence. In this book, acclaimed management expert Edward E. Lawler III identifies a variety of reward system practices that support the high-performance organization model. He shows how the development of core competencies and organizational capabilities is enhanced once a company learns how to pay people instead of jobs. He also details new methods for measuring and rewarding performance and for determining how much of an individuals pay should be based on performance. Youll get useful advice on how you should conduct performance appraisals and how you can structure a pay system that suits your organization and serves its strategic goals. Youll benefit from Lawlers practical discussions and guidelines regarding the appropriateness of such practices as team-based pay, 360-degree performance appraisals, stock options, incentive pay, and skill-based pay. Moreover, youll learn how to design a reward system that attracts excellent employees, inspires excellent performance, and makes for a stronger, more profitable enterprise. More than just a book about paying individuals, Rewarding Excellence is a blueprint for designing and managing pay systems that create excellent organizations. Its about gaining competitive advantage by maximizing the potential of human capital. And so, ultimately, its about the future effectiveness of your enterprise., In this work, acclaimed management expert Edward Lawler tells companies what they can do to meet today's "rewards systems challenge"--attracting and retaining talented employees in a market where the employees hold the upper hand. Here, Lawler outlines a creative compensation system that recognizes employee knowledge and skill as a critical aspect of an organization's net worth. In basing his system on the individual employee's value to the organization, Lawler introduces an approach to compensation that simultaneously motivates employees to higher levels of performance and increases shareholder value. To read the introduction from this book, click here., Ein führender Experte auf dem Gebiet der Mitarbeiterentlohnung erläutert in diesem Band, wie man attraktive Entlohnungssysteme einführt, um einerseits Spitzenleute zu gewinnen und andererseits Mitarbeiter zu Bestleistungen anzuspornen. Im heutigen hart umkämpften Markt ist dies die Grundvoraussetzung für dauerhaften Unternehmenserfolg, denn das Wissen und die Fähigkeiten der Mitarbeiter sind wesentlicher Bestandteil des Unternehmenswertes. Lawler schlägt vor, starre, traditionelle Gehaltsstrukturen aufzugeben, weil diese nicht in der Lage sind, zwischen den besten und nur durchschnittlichen Mitarbeitern zu unterscheiden. Statt dessen müssen moderne Unternehmen lernen, kreative und flexible Entlohnungsformen entwickeln, um gute, hochqualifizierte Mitarbeiter an sich zu binden.

LC Classification NumberHF5549.5.C67L382