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Strategic Reward and Recognition

Book Description

Well-researched and practical top level guidance on how to formulate the best strategy for incentives and recognition and how to implement such programmes effectively in both large and small organizations.

Table of Contents

  1. Cover
  2. Title Page
  3. Imprint
  4. Contents
  5. Acknowledgements
  6. Introduction: Dealing with human beings
    1. Incentives versus recognition
    2. Does recognition really work?
    3. The balanced scorecard
    4. Bribery and corruption
    5. The non-cash improvement dividend
    6. Some definitions
    7. Where to start?
    8. Brand consistency
    9. Performance improvement model
  7. 01. Why ‘benefits’ do not deliver performance improvement
    1. Tax treatment of benefits and perks
    2. The Motivation to Work by Frederick Herzberg (1959)
    3. Only ‘motivators’ improve work performance
    4. Does Herzberg’s theory suggest more use of incentives?
    5. Cash or non-cash?
    6. Are there any other motivational theories to consider?
    7. Benefits and perks are not the answer
  8. 02. Recognition and reward theory
    1. What drives employees to perform better?
    2. Experimental timeline
    3. The rise of teamwork and affiliation
    4. Basic physiological human needs
    5. Murray’s basic human needs
    6. Maslow’s hierarchy of needs
    7. Victor Vroom and job satisfaction
    8. Herzberg: two-factor theory
    9. Goal setting and the quest for higher performance
    10. Cottrell and teamwork
    11. Goals and goal setting
    12. Flow and job satisfaction
    13. Performance and HR
    14. Principles of corporate motivation
    15. Key concepts in human motivation theory
  9. 03. Motivation in practice
    1. Most programmes are sales-related
    2. Other automotive incentive hybrids
    3. IT and all things electrical
    4. Some characteristics of sales incentives
    5. Recognition programmes
    6. Do reward and recognition programmes work?
  10. 04. The performance improvement programme model
    1. The performance improvement model
    2. Not all the elements are equal
    3. Delivering the performance improvement model
    4. Is performance improvement an HR or a marketing task?
    5. What type of programmes could the PIP model be used for?
    6. Getting started: the human audit
  11. 05. Know your people: The human audit
    1. Context is everything
    2. Company and sector performance
    3. Personnel inventory
    4. Research principles for employee surveys
    5. Researching sales and distribution attitudes
    6. Human audit in practice: Hotpoint/Creda white goods
    7. Interpreting the human audit
  12. 06. Skills and learning for performance improvement
    1. How do people learn specific skills?
    2. Bloom’s three domains of learning
    3. Bloom’s Taxonomy of Educational Objectives (1956)
    4. Workplace learning
    5. Learning styles: David Kolb
    6. Learning and practical performance improvement
    7. Financial services learning example: attitude and cognitive
    8. Agricultural representatives: psychomotive and cognitive
    9. Evaluating the impact of learning
    10. The performance improvement programme dividend
  13. 07. Communicating reward and recognition
    1. Communicating incentives
    2. Getting top-level buy-in
    3. Negotiating with stakeholders
    4. End user communication
    5. Communicating recognition
    6. What’s in it for me?
    7. Strategic points about programme rules
    8. The media of programme communication
    9. Portals
  14. 08. Rewards
    1. Does more money produce higher performance?
    2. Performance-related pay
    3. Money versus massage
    4. Self-fulfilling prophecy
    5. Mazda Motor Corporation
    6. Trophy value
    7. Rewards preferences
    8. Types of non-monetary reward
    9. Balancing rewards
  15. 09. Recognition
    1. Formal recognition programmes
    2. Peer-to-peer recognition schemes
    3. Deciding on values
    4. Ideas and suggestion schemes
    5. Reward strategy for recognition programmes
    6. Long-service awards
    7. Retirement gifts
  16. 10. Structuring reward and recognition programmes
    1. Setting sales goals
    2. Setting non-sales goals
    3. Using research to structure the programme
    4. Using skills in the structure
    5. Communication elements within the structure
    6. Reward elements within the structure
    7. Constructing the rules
    8. Programme length
    9. Structures change with the market
  17. 11. Setting the budget
    1. Incremental profit for sales incentives
    2. Incremental profit for employee programmes
    3. Budget headings
    4. Setting an appropriate reward level
    5. Budgeting for variable rewards
    6. Procurement and contracting
    7. Terms and conditions
    8. Choosing an appropriate supplier
    9. Budgeting strategy
  18. 12. International aspects
    1. Multi-country programmes
    2. Concept transfer
    3. Destination choices for overseas travel events
    4. Do global programmes work?
  19. 13. Troubleshooting reward and recognition
    1. Launching your programme
    2. Dealing with rewards
    3. Hybrid reward and recognition systems
    4. Abuse of corporate programmes and errors
    5. Scheme transfer to a new supplier
    6. The participant is always right
  20. 14. The future of reward and recognition
    1. Peer-to-peer, not top-down
    2. Participant research
    3. Skills development
    4. Communication
    5. Rewards
    6. Time for rewards to go?
  21. References
  22. Further reading
  23. Index
  24. Full Imprint