About the Book:
Paperback: 256 pages
Publisher: McGraw-Hill; 1 edition (June 28, 2000)
Language: English
ISBN-10: 0071356177
ISBN-13: 978-0071356176
Website: http://www.rbraytonbowen.com/employee_recognition_rewards.htm
Table of Contents:-
Chapter 1. Understanding the New Workforce.
Chapter 2. The Difference Between Bribes and Flattery, Recognition and Rewards.
Chapter 3. The Human Nature of Work.
Chapter 4. Rewarding Employees by Leading Well.
Chapter 5. Building a Culture for Desired Outcomes.
Chapter 6. Recognition as a "Whole Person" Experience.
Chapter 7. The Many Forms of Recognition.
Chapter 8. Understanding How Rewards Work.
Chapter 9. Intrinsic Rewards.
Chapter 10. Extrinsic Rewards.
Chapter 11. The Reward of Self-Actualization.
Chapter 12. Aligning Strategy and Rewards.
Bibliograpy
Index
Firnando Chau Review
Chapter 1. Understanding the New Workforce.
1.1. Moving at the Speed of Change
1.2. Doing More with Less
1.3. Free Agents
1.4. New Entrants into the Workforce
1.5. Combative Cultures
1.6. Teams and Teamworks
1.7. Globalization
1.8. Spans of Control
1.9. Connectivity and the Virtual Workforce
1.10. Search for Meaning
1.11. Manager’s Checklist for Chapter 1
Chapter 2. The Difference Between Bribes and Flattery, Recognition and Rewards.
2.1. Punishing and Piquing
2.2. The Truth About Motivation
2.3. Evidence to the Contrary
2.4. Context, Content and Caring
2.5. Putting the Accent on the Right Syl-la-ble!
2.6. Rewarding as a Matter of Choice
2.7. Manager’s Checklist for Chapter 2
Chapter 3. The Human Nature of Work.
3.1. Interpersonal Relationships
3.2. Boundaries
3.3. Mutual Respect
3.4. Embracing Diversity
3.5. Leadership and Recognition
3.6. Control and Influence
3.7. Self-Esteem
3.8. Organizational Pride
3.9. Vision, Mission, Values and Other Dreams
3.10. When Systems Support People
3.11. Manager’s Checklist for Chapter 3
Chapter 4. Rewarding Employees by Leading Well.
4.1. The Illusion of Power
4.2. Getting Priorities Straight
4.3. Leadership and Stewardship
4.4. Enlightened Interests
4.5. Unlocking Invention
4.6. The Efficacy of Principles
4.7. Leading by Example
4.8. Adding Value
4.9. Inspiring Excellence
4.10. Manager’s Checklist for Chapter 4
Chapter 5. Building a Culture for Desired Outcomes.
5.1. Outcomes and Results
5.2. Collaboration
5.3. Job Design
5.4. Planning, Performing, and Measuring
5.5. Taking Time
5.6. Limits, Structure, and Other Symbols of Caring
5.7. Manager’s Checklist for Chapter 5
Chapter 6. Recognition as a "Whole Person" Experience.
6.1. Honoring the Person Within Others
6.2. Rites of Recognition
6.3. Preparing for “Them”
6.4. Celebrating Life
6.5. The Whole Person
6.6. Empowerment
6.7. Choosing Collaboration
6.8. Discovery Is a Continuous Journey
6.9. Manager’s Checklist for Chapter 6
Chapter 7. The Many Forms of Recognition.
7.1. Communications
7.2. Personal Development
7.3. Performance Feedback
7.4. Doing What’s Natural
7.5. Enhancing Self-Worth
7.6. Increasing Competence
7.7. Informal Recognition
7.8. Formal Recognition
7.9. Celebrating Outcomes
7.10. Manager’s Checklist for Chapter 7
Chapter 8. Understanding How Rewards Work.
8.1. You Get What You Pay for – and Sometimes More
8.2. Pay for Performance
8.3. Understanding Wants and Needs
8.4. Rewarding for the Right Reasons
8.5. Why Rewards Fail
8.6. Making Rewards a Non-Issue
8.7. The Reward of “Choice”
8.8. Manager’s Checklist for Chapter 8
Chapter 9. Intrinsic Rewards.
9.1. Meaningful Work
9.2. Learning
9.3. Making History
9.4. Building Value
9.5. Personal Integrity
9.6. Organizational Pride
9.7. Manager’s Checklist for Chapter 9
Chapter 10. Extrinsic Rewards.
10.1. Base Pay and Total Reward Programs
10.2. Performance Management and Pay for Performance
10.3. Games, Prizes, and Other Forms of Reward
10.4. Growth and Advancement
10.5. Wealth Creation
10.6. Short-Term Programs
10.7. Longer-Term Programs
10.8. Risk Sharing and Reward Sharing
10.9. Alternative Pay Programs
10.10. Manager’s Checklist for Chapter 10
Chapter 11. The Reward of Self-Actualization.
11.1. Personal Appreciation
11.2. Competition and Collaboration
11.3. Someone Else’s Wants
11.4. Adding Value
11.5. In the Customers’ Eyes
11.6. Becoming a Free Agent
11.7. Manager’s Checklist for Chapter 11
Chapter 12. Aligning Strategy and Rewards.
12.1. Aligning Strategy, Structure and Systems
12.2. Visions, Values, and Actions
12.3. Integrating “Doing,” “Thinking,” and “Feeling:
12.4. Build Responsibly: The Rewards Will Follow
12.5. Spend Time on What You Value – This Must Be Kansas
12.6. Manager’s Checklist for Chapter 12
Amazon Review
Book Description
Positive feedback and meaningful recognition are proven and valuable but too often overlooked management tools. In an environment of continued downsizing, corporate mistrust, and employment at will, more than gimmicks and quick fixes are needed to instill commitment and inspire achievement. Recognizing and Rewarding Employees gives managers and leaders solid insight to what truly motivates employees, both intrinsically and extrinsically. Practical business strategies are thoughtfully presented along with hundreds of hands-on tips and ideas for encouraging peak performance.
Preface (from the book)
Managing in today’s complex environment is difficult. The unspoken psychological contract that defines the nature of the relationship between employers and employees continues to evolve. Employees are becoming increasingly “free” to move about—within as well as between organizations. Traditional boundaries of structure, time, location, and authority are blurring. Organizations striving to compete in a global economy are downsizing, merging, transforming, and migrating to newer forms of existence. Managers and non-managers alike are being challenged to do more with less, think “out of the box,” and collaborate in new and innovative ways to achieve common objectives. The old traditions and systems are breaking down, and newer conventions are being tried to achieve breakthrough results.
In the midst of a new global wilderness are pioneers, common and uncommon travelers, managers, stewards, free agents, “virtual” workforces—all converging on some new promised land. If you plan to venture out and — better yet — survive, you’ll need to know how to prepare yourself, what essential tools to take, what travel techniques and strategies to apply, and — ultimately — what “customs,” “language,” and “currency” will enable you to be conversant with the many people of varied interests and abilities you’ll meet — and manage — along the way.
This is a book about a new frontier—the new workplace. It’s a book about the needs and interests of the new workforce — epitomized by the “free agent/employee” — and the tools of recognition and rewards. You’ll learn about:
* The New Workplace - its “free agent/employees” — their values, interests, and goals;
* Work — how to make it personally meaningful and more strategically aligned;
* Motivation — its source and what drives it;
* Collaboration — its importance, along with what promotes and hinders it;
* Recognition — its many forms and its powerful and empowering energy;
* Rewards — what’s hot, what’s not, and the difference between those that are intrinsic and extrinsic; and,
* Stewardship — how it differs from leadership and why it is so important in the new workplace.
This is a book about people at work—and, specifically, about recognition and rewards. It may surprise you. It may excite you. We hope it will inspire you. The insights we lend and the conclusions reached are intended to convey a message — namely, that travel into the new wilderness is not for the “casual” traveler or “half-a-measure” managers. Success will be predicated upon a deeper understanding and mastery of the subjects of motivation, recognition, and rewards.
Chapter Highlights
The subject of recognition and rewards is complex. Rewards have the power to punish as well as compensate. As a manager in the new workplace, you’ll need to know how rewards work. We want you, our reader, to understand:
* The difference between rewarding and manipulating;
* The human nature of work and the relationship that exists between work and its performer/creators;
* The rewards of leadership and the illusory nature of power;
* How cultures shape desired outcomes and foster productivity and collaboration;
* Why recognition is a “whole person” experience;
* What reward systems move people and organizations closer to their goals; and
* How to foster responsibility and accountability naturally.
Special Features
The idea behind the books in the Briefcase Series is to give you practical information written in a friendly person-to-person style. The chapters are short, deal with tactical issues, and include lots of examples. They also feature numerous boxes designed to give you different types of specific information.
