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Comment: The item shows wear from consistent use, but it remains in good condition and works perfectly. All pages and cover are intact (including the dust cover, if applicable). Spine may show signs of wear. Pages may include limited notes and highlighting. May include "From the library of" labels.
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Recognizing and Rewarding Employees Paperback – July 19, 2000

5.0 out of 5 stars 7 customer reviews
Book 17 of 29 in the Briefcase Books Series

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Editorial Reviews

From the Inside Flap

Managing in today’s complex environment is difficult. The unspoken psychological contract that defines the nature of the relationship between employers and employees continues to evolve. Employees are becoming increasingly “free” to move about—within as well as between organizations. Traditional boundaries of structure, time, location, and authority are blurring. Organizations striving to compete in a global economy are downsizing, merging, transforming, and migrating to newer forms of existence. Managers and non-managers alike are being challenged to do more with less, think “out of the box,” and collaborate in new and innovative ways to achieve common objectives. The old traditions and systems are breaking down, and newer conventions are being tried to achieve breakthrough results.

In the midst of a new global wilderness are pioneers, common and uncommon travelers, managers, stewards, free agents, “virtual” workforces—all converging on some new promised land. If you plan to venture out and — better yet — survive, you’ll need to know how to prepare yourself, what essential tools to take, what travel techniques and strategies to apply, and — ultimately — what “customs,” “language,” and “currency” will enable you to be conversant with the many people of varied interests and abilities you’ll meet — and manage — along the way.

This is a book about a new frontier—the new workplace. It’s a book about the needs and interests of the new workforce — epitomized by the “free agent/employee” — and the tools of recognition and rewards. You’ll learn about:

* The New Workplace - its “free agent/employees” — their values, interests, and goals;

* Work — how to make it personally meaningful and more strategically aligned;

* Motivation — its source and what drives it;

* Collaboration — its importance, along with what promotes and hinders it;

* Recognition — its many forms and its powerful and empowering energy;

* Rewards — what’s hot, what’s not, and the difference between those that are intrinsic and extrinsic; and,

* Stewardship — how it differs from leadership and why it is so important in the new workplace.

This is a book about people at work—and, specifically, about recognition and rewards. It may surprise you. It may excite you. We hope it will inspire you. The insights we lend and the conclusions reached are intended to convey a message — namely, that travel into the new wilderness is not for the “casual” traveler or “half-a-measure” managers. Success will be predicated upon a deeper understanding and mastery of the subjects of motivation, recognition, and rewards.

CHAPTER HIGHLIGHTS

The subject of recognition and rewards is complex. Rewards have the power to punish as well as compensate. As a manager in the new workplace, you’ll need to know how rewards work. We want you, our reader, to understand:

* The difference between rewarding and manipulating;

* The human nature of work and the relationship that exists between work and its performer/creators;

* The rewards of leadership and the illusory nature of power;

* How cultures shape desired outcomes and foster productivity and collaboration;

* Why recognition is a “whole person” experience;

* What reward systems move people and organizations closer to their goals; and

* How to foster responsibility and accountability naturally.

SPECIAL FEATURES

The idea behind the books in the Briefcase Series is to give you practical information written in a friendly person-to-person style. The chapters are short, deal with tactical issues, and include lots of examples. They also feature numerous boxes designed to give you different types of specific information.

From the Back Cover

As qualified employees become increasingly scarce, successful managers must develop a deeper understanding of human motivation, recognition, and reward systems. Recognizing and Rewarding Employees is the first book to provide employers with a comprehensive understanding of up-to-the-minute motivational findings, combined with hundreds of hands-on applications.

Look to this powerful book for tips and guidelines on:

  • Alternative pay and benefit programs
  • Establishing a constructive culture
  • Coaching
  • Embracing diversity
  • Building self-esteem
  • Sharing power
  • Stewarding
  • Unlocking innovation
  • Career banding
  • Performance planning and reviewing
  • Rites of recognition
  • Aligning strategy and rewards
  • Collaboration versus competition
  • Integrative management
  • And more

In today's technology-based, worker-friendly environment, virtually every aspect of business, including management and supervision, has become more complex. Let Recognizing and Rewarding Employees show you how to use these complexities to your advantage and to employ the complementary tools of recognition and reward to create a more energized, empowered employee­­and a more productive workplace.

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Product Details

  • Series: Briefcase Books Series
  • Paperback: 256 pages
  • Publisher: McGraw-Hill Education; 1 edition (July 19, 2000)
  • Language: English
  • ISBN-10: 0071356177
  • ISBN-13: 978-0071356176
  • Product Dimensions: 6 x 0.8 x 8.9 inches
  • Shipping Weight: 14.4 ounces (View shipping rates and policies)
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (7 customer reviews)
  • Amazon Best Sellers Rank: #1,025,874 in Books (See Top 100 in Books)

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Top Customer Reviews

By T. L. Brown on August 24, 2000
Format: Paperback
Recognizing and rewarding employees is critical to the success of any manager and, more than that, any organization. While Brayton Bowen has served as the chief H.R. officer in five major corporations, he was not afraid to include the aspects of heart, spirit, and soul in this book. In doing so, he has taken this basic subject and brought it to life with fresh perspectives, examples, and persuasive logic for thinking anew about this important field. From first-line supervisor to chief executive officer, for anyone who has to recognize and reward the work of others, this book is required reading.
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Format: Paperback
Just as recognizing and rewarding customers lead to loyalty, the same is true for employees. Creating a caring culture is a tall order for employers, but it's exactly what employees want--and value. This book is brimming with ways to create that caring culture. Any business person can realate to the stories and examples. Best of all are the gray boxes sprinkled liberally throughout the book (almost on every page) that provide tips, tactics, and examples. I can randomly open the book and read one of these nuggests -- and within 30 seconds, I have a new insight, idea, or understanding. This book is a must-read for every manager who cares about employees.
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Format: Paperback
In today's tight labor markets every manager needs to hold on to the best and brightest employees and keep them motivated and energized. This book presents all the insights and commonsense approaches you need to make this happen. And it presents the information so you understand not only what to do but why. It is obvious that the author understands the theories and psychology underlying the managerial tips and tools he presents in a clear and easy to work with form. This is one of those books you'll stick post-its in and keep nearby to remind yourself what to do and what not to do when under stress.
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Format: Paperback
I have long believed that for the most part your company pay plan is competitive within your industry. Then by definition, you are getting paid what you are worth in your environment. As a manager/supervisor that also means that you can not reward with money. To become successful leader, your had better look in other directions.
My suggestion is using Mr. Brayton's Recognizing and Rewarding Employees as your starting point. He presents you with the tools. We all need to consider our method of using the tools.
Picture the chapter headings as your core principals. Within each principal, the author lays out methods, details, actions or thoughts to support the principals. Take the chapter content to develop your leadership and managerial style. We are all individuals and as such will use different styles. However, the core principals being presented within each chapter remain constant.
I found it helpful and easy to grasp the principals through the side boxes and the manager's check boxes.
Understand the key principals, develop the tools to fit your style and you will improve your managerial results!
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