The Compensation Solution: How to Develop an Employee–Driven Rewards System

Create a compensation system that offers your employees flexibility and choiceThe Compensation Solution is a practical guide that can help business and nonprofit leaders think outside the box and create a compensation system that offers innovative, flexible rewards for their employees. John Tropman? adjunct professor at the University of Michigan Business School?provides the vital information and ideas needed for any organization, regardless of size or mission, to develop a total compensation package that will attract and retain top–level employees.How many of the ten compensation variables does your company offer?Base pay: An employee′s salaryAugmented pay: A one–time payment that ranges in form from overtime to stock optionsIndirect pay: Traditional benefits such as health insurance and pensionWorks–pay: Company–provided resources that employees would otherwise have to purchase in order to do their job, such as cell phones, uniforms, laptop computersPerks–pay: Upgrades that leverage the employer′s ability to enhance employee compensation and provide lifestyle enhancement for the employeeOpportunity for advancement: Opportunities for employees to climb the corporate ladderOpportunity for growth: Firm–provided opportunities to learn and grow on the jobPsychic income: Emotional satisfaction derived from the work and the workplaceQuality of life: Balancing work and the rest of lifeX factor: Individual wants and needs that, with imagination, employers may be able to satisfy

Spis treści:
Series Foreword (Robert E. Quinn).
Foreword (Jerry L. McAdams).
Preface.
PART 1 THE TOTAL COMPENSATION SOLUTION.
From Old Pay to Total Compensation.
Cafeteria Compensation: The New New Pay.
PART 2 THE TOTAL COMPENSATION EQUATION.
The Battle of Base Pay: The Security of Salary.
The Augmentation Accelerant: The Push for Performance.
Indirect Pay: The Befuddlement of Benefits.
Works–P ay and Perks–Pay: Acquiring Tools, Achieving Status.
Personal Advancement and Growth: The Ladder or the Lattice?
The Softer Side of Compensation: Psychic Income, Quality of Life, and the X Factor.
PART 3 CHANGING THE OLD PAY MIND–SET AND STRUCTURE.
Upgrading Conventional Compensation.
Appendix: A Look at Compensation Issues in the Public and Nonprofit Sectors.
Notes.
The Author.
Index.

Nota biograficzna:
JOHN E. TROPMAN is adjunct professor in the organizational behavior and human resources management program of the University of Michigan Business School and professor of social policy and nonprofit management at the University of Michigan School of Social Work.

Okładka tylna:
Create a compensation system that offers your employees flexibility and choiceThe Compensation Solution is a practical guide that can help business and nonprofit leaders think outside the box and create a compensation system that offers innovative, flexible rewards for their employees. John Tropman? adjunct professor at the University of Michigan Business School?provides the vital information and ideas needed for any organization, regardless of size or mission, to develop a total compensation package that will attract and retain top–level employees.How many of the ten compensation variables does your company offer?Base pay: An employee′s salaryAugmented pay: A one–time payment that ranges in form from overtime to stock optionsIndirect pay: Traditional benefits such as health insurance and pensionWorks–pay: Company–provided resources that employees would otherwise have to purchase in order to do their job, such as cell phones, uniforms, laptop computersPerks–pay: Upgrades that leverage the employer′s ability to enhance employee compensation and provide lifestyle enhancement for the employeeOpportunity for advancement: Opportunities for employees to climb the corporate ladderOppor tunity for growth: Firm–provided opportunities to learn and grow on the jobPsychic income: Emotional satisfaction derived from the work and the workplaceQuality of life: Balancing work and the rest of lifeX factor: Individual wants and needs that, with imagination, employers may be able to satisfy