TY - BOOK AU - Shields, John TI - Managing employee performance and reward : : systems, practices and prospects SN - 9781108701044 U1 - R 658.314 MAN.Ed3 PY - 2020/// CY - New Delhi PB - Cambridge university press N1 - Chapter 1 Performance and reward basics Preview Performance and reward management: promise and peril Performance management basics What is ‘performance’? Aims of performance management Basic requirements for effective performance management Reward management basics ‘Reward’ and ‘total reward’ Remuneration Aims of reward management ‘Reality check’ themes Summary Discussion questions Case study: ‘Companies that got rid of performance ratings aren’t doing so well, sadly’ Chapter 2 Strategic alignment and psychological engagement: A systems thinking framework for effecti Preview Strategic considerations: dimensions and alignment Dimensions of strategic alignment: external/vertical and internal/horizontal Achieving and maintaining external and internal strategic alignment Business strategy The employee value proposition Work design Managing strategic alignment and misalignment Psychological engagement: dimensions and determinants Work behaviour Intra-personal influences on behaviour Personality Motivation Organisational justice Organisational trust An integrated model of psychological engagement Summary Discussion questions Case study: Deloitte Insights, 2018 Global Human Capital Trends Report Chapter 3 Managing for results Preview What are ‘results’? Measuring results: KRAs, KPIs and goals Promise and perils of measuring results Using results-based techniques: goal-setting Promise and perils of goal-setting Using results-based techniques: the balanced scorecard The balanced scorecard ideal Promise and perils of balanced scorecards Summary Discussion questions Case study: Employee self-regulation of performance I – the influence of evolving technology on th Chapter 4 Performance appraisal and management Preview An overview of work performance assessment Behavioural assessment Competency assessment Sources of assessment information Behavioural information Competency information Common assessment methods in action Behavioural assessment methods Competency assessment methods Common flaws in performance assessment and the shaping of employee performance Behavioural assessment Competency assessment Assessing performance assessment Behavioural assessment and performance management Competence assessment and performance management Performance appraisal: strategic considerations Summary Discussion questions Case study: Employee self-regulation of performance II – the influence of evolving technology on t Chapter 5 Reviewing, discussing and developing employee performance Preview Managing underperformance Causes of underperformance From measurement to conversation Performance review meetings Review meeting preparation The reviewer The assessee The review meeting Timing Content of the meeting Review meeting styles ‘Tell and sell’ ‘Tell and listen’ ‘Problem-solving’ Negative feedback Managers and negative feedback Employees and negative feedback Managing underperformance Developing employees: employee coaching What is coaching? GROW model of coaching Outcomes of coaching Developing employees: mentoring What is mentoring? What is a mentor? Phases in mentoring Evaluating mentoring Performance review and development: strategic alignment considerations Summary Discussion questions Case study: Managing underperformance Chapter 6 Base pay Preview What is ‘base pay’? Pay for the position versus pay for personal capabilities Position-based structures Pay scales Pay grades Pricing positions Market survey methods Job evaluation methods Developing a graded base pay structure Pros and cons of position-based base pay Person-based base pay structures Pay bands Valuing personal capabilities Pricing skills Pricing competencies Developing a banded base pay system Skill blocks and bands Competency zones and bands Pros and cons of person-based pay Strategic alignment with base pay Summary Discussion questions Case study: Rethinking base pay at Commercial Law Partners Chapter 7 Employee benefits Preview Benefit plans: general contours Definition and types Purpose Drivers Challenges Superannuation plans and severance pay Defined benefit plans Defined contribution plans Hybrid plans Severance pay Health care and other forms of personal insurance Health care insurance Workers compensation, disability and life insurance Leave and carer benefits Payment for time not worked Paid parental leave Childcare and elder care Other voluntary benefits Voluntary financial benefits Voluntary non-financial benefits Flexible work-time and work–life balance programs Wellness and well-being programs Employee assistance programs Fixed plans versus flexible plans Fixed benefits Flexible benefits Benefits plan design and strategic alignment Summary Discussion questions Case study: Employee benefits – which perks work? Chapter 8 Recognising and rewarding individual performance Preview Merit increments Straight increments The merit grid approach The merits and demerits of merit increments Merit bonuses The effectiveness of merit pay Merit pay in the public sector Results-based individual incentives Standard piece rate ‘Scientific’ piece rates Task-and-time bonus plan Sales commissions Goal-based individual bonuses Non-cash recognition Non-cash recognition: for and against Strategic alignment and individual reward and recognition Summary Discussion questions Case study: Developing a non-cash recognition system Chapter 9 Collective short-term incentive plans Preview Collective short-term incentives: rationale and options Profit-sharing Varieties of profit-sharing Profit-sharing and individual performance pay Pros, cons, impact Gainsharing Scanlon Gainshare Plan Rucker Plan Improshare Plan Weighing up single-factor gainsharing Multifactor gainsharing Evidence on the gains from gainsharing Gainsharing: design and implementation Goal-sharing Goal-sharing: for and against Team incentives Team structure: process, parallel and project teams Advantages and disadvantages of team incentives Designing and implementing team incentives Strategic alignment and collective incentives Summary Discussion questions Case study: Rethinking incentives in Australian retail banking – are collective incentives the ans Chapter 10 Employee share ownership Preview Overview of employee share ownership Rationale for employee share ownership Types of employee shares Share grants/gifts Share purchase plans Share option plans Evaluating employee share ownership For organisations For employees Employee share ownership and supportive HR policies Strategic alignment considerations with employee share plans/long-term incentives Summary Discussion questions Case study: Axis Bank Chapter 11 System review, change and development Preview Systems thinking and system purpose: a reprise A framework for system development and change Strategic alignment and psychological engagement revisited Articulating a performance and reward philosophy and strategy Philosophy statement Strategy statement Reviewing current practice Diagnostic data Prescriptive data Recommendations for improved performance management practice Performance management: system and process Performance criteria Performance feedback Recommendations for improved reward practice Total reward balance Pay variability Pay dispersion Pay level Pay transparency Pay mix Base pay Benefits Performance pay/incentives Implementing change Rehearsal Roll-out Change communication Summary Discussion questions Case study: Beyond the hard sell – rethinking performance and reward practices at Wealth Bank Corp Chapter 12 New horizons in performance and reward management Preview Introduction Industry 4.0 What is Industry 4.0? Implications of Industry 4.0 for employees and human resource management The ‘gig economy’ and new organisational forms What is the gig economy? Carrots and sticks – performance management in the gig economy Benefits in the gig economy Supply chains and franchising Impact of generational change Baby boomers Gen X Gen Y (Millennials) Gen Z Managing intergenerational diversity Reality check wrap-up: final thoughts, future prospects and new research Strategic alignment Employee engagement Organisational justice Workforce diversity Summary Discussion questions Case study: Millennials, Gen Z and the future of performance and reward practice References Index ER -