| Description |
1 online resource : illustrations |
| Contents |
Cover; Title Page; Endorsements; Copyright Page; Title Page 2; Acknowledgements; Foreword; Contents; About the authors; List of contributors; Preface ; Acronyms used; CHAPTER 1 Organisation Strategy and Reward Policy; 1.1 Introduction; 1.2 Context; 1.3 Organisation strategy; 5 1.4 Flexible reward practices; 1.5 Multi-dimensional construct of reward; 1.6 Remuneration strategy; 1.7 Remuneration policy; 1.8 Role of the remuneration committee; 1.9 Conclusion; 1.10 Summary; CHAPTER 2 Job Roles and Competence; 2.1 Overview; 2.2 Terminology; 2.3 Uses for job descriptions |
|
2.4 Factors influencing jobs2.5 Planning and preparation for job description writing; 2.6 Understanding a typical job description form; 2.7 The job description interview; 2.8 Writing up the job description; 2.9 Checking and obtaining commitment to a job description; 2.10 Summary; 2.11 Exercise; CHAPTER 3 Job Evaluation; 3.1 Introduction; 3.2 The need for job evaluation; 3.3 When should job evaluation be used?; 3.4 Terminology; 3.5 Why job evaluation?; 3.6 Benefits of job evaluation; 3.7 Understanding the organisation structure; 3.8 Information for recruitment; 3.9 Further benefits |
|
3.10 Job evaluation process3.11 Job descriptions and job grading (stage 1); 3.12 Why job evaluation systems fail; 3.13 Choice of a job evaluation system; 3.14 Categorisation of job evaluation systems; 3.15 Points to remember when evaluating jobs; 3.16 Job evaluation: frequently asked questions and sample answers; 3.17 Summary; 3.18 Exercise; CHAPTER 4 Broad-banding; 4.1 Broad-banding; 4.2 Reasons for implementing broad-banding; 4.3 Implementation of the broad-banding strategy; 4.4 Paradigm shifts: new versus traditional business models; 4.5 The customer-driven approach |
|
4.6 Broad-banding fundamentals4.7 The mechanics of broad-banding; 4.8 Job family design; 4.9 Pay administration; 4.10 Benefits of broad-banding; 4.11 Potential results of broad-banding; 4.12 Development; 4.13 Changes to organisational structure; 4.14 Essentials for implementation of broad-banding; 4.15 Readiness matrix example; 4.16 Practical toolkit to prepare for broad-banding; 4.17 Summary; CHAPTER 5 Individual Performance-, Competence- and Skills-based Pay; 5.1 Definitions, reasons for, and objectives of performance-related pay; 5.2 The mechanics of PRP |
|
5.3 Critical success factors for PRP5.4 Definitions, reasons and objectives of competency-based pay (CBP); 5.5 The mechanics of CBP; 5.6 Competency-based reward systems; 5.7 Comparison of mechanics of PRP and CBP; 5.8 Skills-based pay; 5.9 The mechanics of skills-based pay; 5.10 Critical success factors: integration of PRP, CBP and SBP; 5.11 Summary; 5.12 Exercise; CHAPTER 6 Pay Structures; 6.1 Understanding what a pay structure is; 6.2 Why organisations have pay structures; 6.3 Features of well-designed pay structures; 6.4 What influences the design of pay structures? |
| Notes |
6.5 Developing a pay structure |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Print version record |
| Subject |
Wages -- Handbooks, manuals, etc
|
|
Compensation management -- Handbooks, manuals, etc
|
|
BUSINESS & ECONOMICS -- Industrial Management.
|
|
BUSINESS & ECONOMICS -- Management.
|
|
BUSINESS & ECONOMICS -- Management Science.
|
|
BUSINESS & ECONOMICS -- Organizational Behavior.
|
|
Compensation management
|
|
Wages
|
| Genre/Form |
Handbooks and manuals
|
| Form |
Electronic book
|
| Author |
Diez, Fermin, 1960- author.
|
| ISBN |
9781869225704 |
|
1869225708 |
|
