Start Free Trial
Stay ahead with the world's most comprehensive technology and business learning platform.
With Safari, you learn the way you learn best. Get unlimited access to videos, live online training, learning paths, books, tutorials, and more.
Start Free Trial
No credit card required
Strategic Reward and Recognition
by John G Fisher
Publisher: Kogan Page
Release Date: June 2015
Business & Management
View table of contents
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
Introduction: Dealing with human beings
Incentives versus recognition
Does recognition really work?
The balanced scorecard
Bribery and corruption
The non-cash improvement dividend
Where to start?
Performance improvement model
01. Why ‘benefits’ do not deliver performance improvement
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?
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
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
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)
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
Getting top-level buy-in
Negotiating with stakeholders
End user communication
What’s in it for me?
Strategic points about programme rules
The media of programme communication
Does more money produce higher performance?
Money versus massage
Mazda Motor Corporation
Types of non-monetary reward
Formal recognition programmes
Peer-to-peer recognition schemes
Deciding on values
Ideas and suggestion schemes
Reward strategy for recognition programmes
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
Structures change with the market
11. Setting the budget
Incremental profit for sales incentives
Incremental profit for employee programmes
Setting an appropriate reward level
Budgeting for variable rewards
Procurement and contracting
Terms and conditions
Choosing an appropriate supplier
12. International aspects
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
Time for rewards to go?