Recognizing and rewarding employees can be a powerful and effective tool for enhancing corporate competitive advantage and is an important part of a commitment to continuous quality improvement. Rewarding and Recognizing Employees is a guide to making rewards and recognition an integral and strategic process within an organization, regardless of a company's size. It is also a resource for individuals seeking to create such a program solely within their own sphere of influence. The increased emphasis in today's business environment on individual and team productivity makes rewarding and recognizing employee contributions vital to sustaining and improving workforce morale and motivation. Rewarding and Recognizing Employees can help managers and other leaders determine what kinds of rewards and recognition are best suited to their specific needs and organizational goals. This book allows them to take advantage of the power of recognition as a means of enhancing productivity, job satisfaction, and organizational competitive advantage. Each chapter of Rewarding and Recognizing Employees pinpoints the skills and awareness needed to implement a successful rewards and recognition system. Managers and team leaders will discover how to make recognition a personal action by focusing on how thinking and behavior impacts an individual's degree of participation; develop a tactical strategy of recognition by assessing the individual and corporate recognition patterns already in place; establish a model program that may contain both management-driven and peer-to-peer forms of recognition; avoid typical obstacles created by program design, managers' and employees' attitudes and corporate culture issues.Making a rewards program successful entails more than simply putting a recognition policy in place. It requires the personal commitment of team leaders and managers to make it valuable and meaningful to their employees.
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Management literature consistently emphasizes the need to recognize and reward employees, but usually falls short when it comes to suggesting specific, concrete ways to do so. Furthermore, many managers and supervisors are not able to alter easily or readily establish benefit and reward mechanisms. Klubnik, a partner in a training and consulting firm and author of Team-Based Problem Solver (1994), lists well over 100 creative, easy-to-implement suggestions for recognizing employees. She also admonishes against using these ideas without first analyzing current staff attitudes, already established recognition activities, and the organizational culture to avoid what might come across as empty gestures. Klubnik goes on to detail how to establish an organization-wide recognition program. This unique book belongs in most management collections. David Rouse
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Book Description McGraw-Hill, 1996. Hardcover. Book Condition: New. 1. Bookseller Inventory # DADAX0786302976
Book Description McGraw-Hill, 1996. Hardcover. Book Condition: New. book. Bookseller Inventory # M0786302976
Book Description McGraw-Hill, 1996. Hardcover. Book Condition: New. Never used!. Bookseller Inventory # P110786302976