The findings from e-reward's research programme are published in a series of research reports, launched in June 2002 - a collection of case studies, surveys and toolkits on contemporary reward issues.
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This issue is published in two sections: commentary (29-pages; 10,000 words); toolkit (37-pages 13,600 words).
We examine some of the key issues arising from our initial analysis as highlighted by the survey. These are:
choice of approach
reason for using pay for performance, competence or contribution (PCC pay)
effectiveness and impact of PCC pay
problems of using PCC pay
deciding on PCC pay increases
areas for development
conditions for success.
But first, Michael Armstrong explains why, in spite of the negative views of many commentators, contingent pay continues to flourish.
Our supplement contains a practical toolkit describing what you need to do in order to develop and implement a contingent pay scheme. It offers a systematic and comprehensive approach for analysing, diagnosing and designing a scheme, highlighting all the key phases involved.
This toolkit includes:
numerous checklists to determine your readiness for contingent pay
some easy-to-digest lessons to help you analyse the conditions most favourable for introducing and operating contingent pay
a seven-step process to help you develop and implement a contingent pay scheme.
For more details see our reviews, published in the 'News' section of e-reward.co.uk, 9 March and 21 April 2004 and the 'Features' section, 20 May 2004.
Issue - 20
Pages - 66
Type - Toolkit
Date - 01/03/2004
Performance management: Part 2 - Survey
All organisations aspire to motivate and find ways to encourage employees to perform to the best of their abilities. On the face of it, this might seem a relatively straightforward task but on closer inspection the complexity of factors that contribu...