Synopsis
Now in its second edition, Managing Employee Performance and Reward continues to offer comprehensive coverage of employee performance and reward, presenting the material in a conceptually integrated way. This new edition has been substantially updated and revised by a team of specialist contributors, and includes: • an increased focus on employee engagement and the alignment between the organisation's goals and the personal goals of employees • expanded coverage of coaching, now a leading-edge performance enhancement practice • extensive updates reflecting the major changes in employee benefits in recent years, as organisations strive to attract and retain talent • updated coverage of executive salaries and incentives in the contemporary post-GFC environment. This popular text is an indispensable resource for both students and managers alike. Written for a global readership, the book will continue to have particular appeal to those studying and practising people management in the Asia-Pacific region.
About the Authors
John Shields is Deputy Dean (Education) of the University of Sydney Business School and Professor of Human Resource Management and Organisational Studies in the Discipline of Work and Organisational Studies. Professor Shields holds a PhD in Economic History from the University of Sydney (1990). His principal areas of research and teaching include performance management, reward management, executive remuneration and corporate governance, and business and labour history. He is currently engaged in national and international collaborative research projects in the fields of strategic reward configuration, predictors of employee pay preferences, the impact of the director human and social capital on firm financial performance, and the relationship between employee emotional intelligence, cultural value orientation and workplace wellbeing.
Michelle Brown is a Professor of Human Resource Management in the Department of Management and Marketing at the University of Melbourne. Her research examines the unintended consequences of human resource management policies and practices, with a particular focus on pay and performance management. Current projects investigate how immigrants fare under performance management systems, performance pay complaints, strategic reward configuration and predictors of employee pay preferences.
Sarah Kaine lectures in HRM and IR in the School of Management at the University of Technology, Sydney (UTS). Her research focuses on several broad themes: employee representation, the development and exercise of employee voice, the formal and informal regulation of employment relations and HRM and sustainability. Specifically Dr Kaine is interested in innovation in employment regulation - beyond the bounds of traditional labour law, corporate social responsibility and its link to industrial relations and the role of leadership in promoting sustainability and CSR. Prior to becoming an academic she worked as an industrial relations practitioner and a consultant to not-for-profit organisations.
Catherine Dolle-Samuel is a Lecturer in remuneration and performance management at the University of New South Wales and teaches in a variety of management and human resources courses at the UNSW Business School and Macquarie University, Sydney. She holds a BA (Hons) in Australian history from Macquarie University (1999) and MCom (Organisation and Management) from the University of New South Wales (2007). Catherine has worked in human resource management and business continuity/crisis management both in Sydney and London. She is passionate about bridging the gap between academic theory and practitioner experience and is interested in the convergence of corporate governance, organisational sustainability and human resource management at a strategic level.
Andrea North-Samardzic is a Lecturer in the Department of Management at Deakin Business School. She received her PhD in Organisation and Management from the University of New South Wales in 2011. Dr North-Samardzic's research and teaching interests traverse several topics and disciplines. She is currently teaching postgraduate courses on leadership, as well as actively researching and developing leading edge learning technologies. Her ongoing research is primarily on gender and leadership with a focus on corporate governance and board diversity.
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