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People's behaviour can be rewarding to others through what they say or do: it may be no more than an appreciative smile, a sympathetic touch or a word of praise, but the impact can be highly significant. This book, first published in 1993, explores these social rewards and their relevance to the practice of people in the interpersonal professions. While much of its content is relevant to everyday life, the focus is on ways in which an understanding of the working of social rewards can benefit such groups as teachers, doctors, social workers, counsellors, nurses and managers in their interaction with their patients, clients and pupils. In exploring the nature and distribution of social rewards, the authors introduce the concept of interpersonal skill, and discuss a range of theoretical perspectives to account for the consequences of responding positively to others. The effects of promoting interpersonal attraction, the establishment and regulation of relationships, and the ethical issues involved in conferring power and facilitating influence are also discussed. With its discussion of theory and research linked to explicit practical applications, Rewarding People will be of interest to students in the areas of communication, psychology and business studies.
Positive feedback and recognition are proven and valuable but too often overlooked management tools. Recognizing and Rewarding Employees gives managers the rewards most successful at motivating employees, tips for showing appreciation for work done well, ways to promote achievement through recognition, and more.
The first edition of this book emerged as the definitive guide to reward management and also became an established reference work on human resource management courses around the world. It's not hard to see why.Covering everything you need to know about reward management in a company, the handbook is both highly readable as well as containing an impressive programme of tried and tested techniques for running efficient and motivational reward programmes.The techniques covered include: establishing job values and relativities; developing grade and pay structures; how to reward and review contribution and performance; how to reward special groups; running employee benefit and pension schemes; and so much more.This new edition contains new research conducted by E-Reward, as well as over 30 new case studies and brand new coverage of key topics such as engagement and commitment, bonus schemes and rewarding knowledge workers. If you are involved in developing reward schemes for staff, or are studying human resource management, then this book will open your eyes to the latest thinking in staff motivation and reward.
The New York Times bestseller that gives readers a paradigm-shattering new way to think about motivation from the author of When: The Scientific Secrets of Perfect Timing Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He examines the three elements of true motivation—autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.
This second edition offers a comprehensive coverage of employee performance and reward, presenting the material in a conceptually integrated way.
Revised and rewritten to take account of the new academic standards that will be taught from September 2002, this text examines the many forces influencing decisions about pay - market forces, economics, corporate culture and strategy, to name a few. It provides clear guidance on all remuneration issues, including job evaluation, grading structures, performance management, profit-related pay, benefits and reward for particular groups. By starting from first principles and adopting an integrated approach, Employee Reward provides a definitive overview of the whole process.
Strategic reward is the process of determining how to develop appropriate reward arrangements and dealing with the issues which arise in making that decision. The focus of this new title, aimed at directors and senior-level HR consultants, is on the formulation and implementation of reward strategies.
Recognizing and rewarding employees is a true business imperative no manager can afford to ignore. Now in a revised second edition, "How to Recognize & Reward Employees" gives managers all the helpful tools and information they need to get the most from their people. The book reveals the best ways to improve employee morale, productivity and quality of work, select the right reward for the achievement and inspire both high and low performers. It is an essential reference for every organization.
Why is 1001 Ways to Reward Employees, with over 1.4 million copies in print, such an extraordinary bestseller? Because a little over ten years ago Bob Nelson took the seeds of an idea and turned it into something indispensable for business. The idea? That it's not a raise that motivates an employee, and it's not a promotion--what really sparks a person to perform are those intangible, unexpected gestures that signify real appreciation for a job well done. Now, after having worked with thousands of organizations in the years since 11001 Ways to Reward. . . was first published, Bob Nelson presents a second edition packed with hundreds of new ideas and examples of how companies are using rewards and recognitions to boost productivity and keep their valued employees happy. Airplane mechanics are rewarded with balloons and pinwheels. Another manager calls his employees' mothers and thanks them for raising such industrious children. There are ideas from the offbeat (The Margarita Award) to the company-wide (a quiet room) to the embarrassingly simple (a hand-written thank you note) to the wacky (the Laugh-a-Day challenge) to the formal (a two-week promotion to special assistant to the president). Each section includes no-cost rewards and low-cost rewards, both public and private, making this new edition an indispensable resource for making the person/achievement/reward equation work.