Book contents
- Frontmatter
- Contents
- List of figures and tables
- Foreword by John Egan
- Acknowledgements
- Introduction: Setting the scene
- Part 1 The fundamentals
- Part 2 Performance management in action
- Part 3 Base pay and benefits
- Part 4 Rewarding employee performance
- Part 5 Fitting it all together
- Model responses to case studies
- References
- Index
Part 5 - Fitting it all together
- Frontmatter
- Contents
- List of figures and tables
- Foreword by John Egan
- Acknowledgements
- Introduction: Setting the scene
- Part 1 The fundamentals
- Part 2 Performance management in action
- Part 3 Base pay and benefits
- Part 4 Rewarding employee performance
- Part 5 Fitting it all together
- Model responses to case studies
- References
- Index
Summary
Having now laid out all of the pieces of the performance and reward puzzle, it is time for us to consider how to go about assembling these elements into a coherent whole. In this concluding chapter, we detail a ‘best fit’ approach to assembling the various concepts, evaluation techniques and practices explored in parts 1–4 into an integrated and strategically aligned whole. Specifically, we examine the requirements for and challenges associated with performance and reward system review and the steps involved in system change and development. Although our approach here is primarily prescriptive in nature, our prescriptions also draw on a range of insights available in the empirical or descriptive and critical literatures that have been referred to at various points throughout the text.
- Type
- Chapter
- Information
- Managing Employee Performance and RewardConcepts, Practices, Strategies, pp. 507 - 508Publisher: Cambridge University PressPrint publication year: 2007