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| LEADER |
00000cam a2200000 7i4500 |
| 001 |
0000026277 |
| 005 |
20090416.0 |
| 008 |
090306s2009 |
| 020 |
0 |
0 |
|a 9781422119112
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| 040 |
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|a JPA
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| 082 |
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|a 658.314
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| 090 |
0 |
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|a 658.314
|b KER
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| 100 |
1 |
0 |
|a KERR
|h Steven
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| 245 |
1 |
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|a Reward systems :
|b does yours measure up?
|c Steve Kerr with Gleen Rifkin
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| 260 |
0 |
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|a Boston, Mass: :
|b Harvard Business School Press, 2009
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| 300 |
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|a 136p., :
|b ill., ;
|c 19cm.
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| 504 |
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|a Good execution depends on employees doing the right things at the right time. But poor execution isn't usually about people gone badly. It's usually about incentive systems gone badly: we reward A when we need B. The author has developed a simple but effective three-step process to help you realign your reward system. By following his advice, you can dramatically improve your organization's performance-without adding headcount, upgrading IT capabilities, hiring consultants, or changing the basic nature of your employees. You'll also create a more motivated workplace.
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| 650 |
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|a Employee motivation
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| 650 |
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|a Incentive awards
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| 700 |
0 |
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|a Rifkin
|h Glenn
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| 999 |
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|a B000013258
|b MONOGRAPH
|c OPEN SHELF
|e Default branch
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