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Harvard Business Review on Compensation Paperback – January 25, 2002

3 out of 5 stars 1 customer review

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About the Author

Since 1984, Harvard Business School Press has been dedicated to publishing the most contemporary management thinking, written by authors and practitioners who are leading the way. Whether readers are seeking big-picture strategic thinking or tactical problem solving, advice in managing global corporations or for developing personal careers, HBS Press helps fuel the fire of innovative thought. HBS Press has earned a reputation as the springboard of thought for both established and emerging business leaders.
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Product Details

  • Series: Harvard Business Review Paperback Series
  • Paperback: 224 pages
  • Publisher: Harvard Business Review Press (January 25, 2002)
  • Language: English
  • ISBN-10: 157851701X
  • ISBN-13: 978-1578517015
  • Product Dimensions: 8.3 x 5.5 x 0.7 inches
  • Shipping Weight: 6.4 ounces
  • Average Customer Review: 3.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Best Sellers Rank: #1,291,695 in Books (See Top 100 in Books)

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Format: Paperback
This book promised a great deal. Given the "new workforce" paradigm, I was eager to read about new compensation strategies that would meet their different interests.

Instead we got this.

What you'll read here is a rehashing of old, largely academical theories which have been proven flawed or outright wrong by success stories in the field. It was used, for example, as a call to arms by content motivational theorists who still do not believe in variable pay and incentive compensation.

As my mom used to say, if you're looking for trouble, you'll find it. Grinding the old ax that rewarding good performance is just, well, just morally wrong is what many of these articles resonate.

If you've seen a good book of success stories which tie compensation approaches to create powerful, clear business strategy execution, would you let me know what it is?
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