TAILIEUCHUNG - Lecture Fundamentals of human resource management (5/e) - Chapter 12: Recognizing employee contributions with pay

After reading chapter 12, you should be able to: Discuss the connection between incentive pay and employee performance, describe how organizations recognize individual performance, identify ways to recognize group performance, explain how organizations link pay to their overall performance,. | FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT 5TH EDITION BY . NOE, . HOLLENBECK, B. GERHART, AND . WRIGHT CHAPTER 12 RECOGNIZING EMPLOYEE CONTRIBUTIONS WITH PAY Pay for Individual Performance Pay for Group Performance: Gainsharing Gainsharing – group incentive program that measures improvements in productivity and effectiveness and distributes a portion of each to employees. Addresses challenge of identifying appropriate performance measures for complex jobs. Frees employees to determine how to improve their own and their group’s performance. Pay for Group Performance: Group Bonuses and Team Awards Bonuses for group performance tend to be for smaller work groups. These bonuses reward the members of a group for attaining a specific goal, usually measured in terms of physical output. Similar to group bonuses, but more likely to use a broad range of performance measures: Cost savings Successful completion of a project Meeting deadlines Group Bonuses Team Awards Pay for Organizational Performance: Profit Sharing Profit sharing – incentive pay in which payments are a percentage of the organization’s profits and do not become part of the employees’ base salary. Profit sharing may encourage employees to think like owners. Evidence is not clear whether profit sharing helps organizations perform better. Pay for Organizational Performance: Stock Ownership Rights to buy a certain number of shares of stock at a specified price. Traditionally, stock options have been granted to executives. (ESOP) – an arrangement in which the organization distributes shares of stock to all its employees by placing it in a trust. Most common form of employee ownership. Stock Options ESOPs Balanced Scorecard Balanced scorecard – a combination of performance measures directed toward the company’s long- and short-term goals and used as the basis for awarding incentive pay. Four categories of a balanced scorecard include: financial customer internal learning and .

• Quản trị kinh doanh
• Human resource management
• Human resource environment
• Developing employees
• Compensating human resources
• Individual performance
• Profit sharing
• Lecture Essential human resource management
• Bài giảng Quản trị nguồn nhân lực
• Essential human resource management
• Organization human resource
• Human resource management theory
• Lecture Human resource management
• Human resource
• Quản trị nhân sự
• Strategic human resource management
• Strategy implementation
• Personnel management
• Human resource systems
• Human resource strategies
• HR’s strategic role
• Human resource planning
• Company's strategic direction
• Human resource recruitment
• Employee separation
• Organizational strategy of human resource
• Recruitment human resource
• Training and development human resource
• Compensation system
• Organizational strategy
• Human resources
• Quản trị nguồn nhân lực
• Human relations era
• Industrial psychology era
• Legal environment
• Retirement programs
• Managing human resource globally
• Collective bargaining
• Labor relationship
• HR planning process
• Manpower requirement
• Skills inventory
• Human resource training
• Training needs assessment
• Evaluate training programs
• Electronic human resource management
• Labor force
• Managing human resources
• Define human resource management
• Explain how HRM contributes
• Identify the responsibilities
• Ebook Human resource management
• Strategic HR management
• Equal employment opportunity
• Selecting human resources
• Equal opportunity
• Human resource management strategy
• Job analysis
• Performance management
• Managing human resources globally
• Human capital
• Summary of PhD thesis
• Human resource development
• Human resources for order management
• Vietnam garment enterprises
• International markets
• The global context
• Workforce planning
• Organisation design
• Human resource management in organizations
• Recruiting and labor markets