Rewarding Teams: Lessons from the Trenches

Work teams have become an essential part of business in almost every industry, yet most companies still rely on outmoded compensation systems geared only to individual performance. Rewarding Teams is a resource for managers on the front lines who are looking for practical advice about how to design and implement team–oriented incentives, rewards, and recognition systems that will advance their organization′s cultural and strategic objectives.
The authors identify the three most important reward systems for teams––recognition plans, project team incentives, and organizational unit incentives––and provide numerous examples of how today′s top companies are using them to spur the development and success of their work teams.
Twenty–seven case studies from organizations including Chase Manhattan, Ralston Purina, Lotus Development, Bayer, and Rockwell Automation describe in detail how each company designed and implemented their systems. These case studies show readers how to handle a variety of difficult issues such as whether to use cash or non–cash rewards, dealing with team members who don′t pull their weight, combining plans for maximum impact, and communicating clearly about compensation. The authors summarize key solutions from all the case studies in the book′s closing chapter.
By shining a light on struggles, successes, and lessons learned by real–world organizations, Rewarding Teams gives readers the guidance and tools they need to tackle the formidable task of building compensations programs that appropriately and effectively reward and recognize the work of teams.

Spis treści:
1. The Natural History of a Work Team
2. The Missing Link: Meaningful Team Rewards
3. Company Profiles –– Recognition Plans Introduction Chase Manhattan Markam Merck & Company Operations Management International Ralston Purina Company
4. Company Profiles –& #8211; Project Team Incentives Introduction Great Plains Software Community Health Care Bayer Corporation Utilicorp United Lotus Development Company
5. Company Profiles –– Organizational Unit ("Group") Incentives Introduction Rockwell Automation Mid–States Technical Staffing Services Ameritech Internal Audit Services Texas Guaranteed Student Loan Corporation RR Donnelley & Sons The American Society of Composers, Authors, and Publisher (ASCAP) CARS IV Research
What We′ve Learned: Lessons from the Trenches
Bibliography Index

Nota biograficzna:
GLENN PARKER is a consultant who has worked with pharmaceutical companies, telecommunications organizations, manufacturers, service businesses, and health care providers to create and sustain high performing teams, effective team players, and team–based systems. He is author of the best–selling Team Players and Teamwork.
JERRY MCADAMS is the national practice leader of the rewards and recognition systems for Watson Wyatt Worldwide and the co–director of the nonprofit Consortium for Alternative Reward Strategy Research.
DAVID ZIELINSKI is a business journalist who has covered the human resources, organizational development, and business management fields for more than ten years.

Okładka tylna:
Work teams have become an essential part of business in almost every industry, yet most companies still rely on outmoded compensation systems geared only to individual performance. Rewarding Teams is a resource for managers on the front lines who are looking for practical advice about how to design and implement team–oriented incentives, rewards, and recognition systems that will advance their organization′s cultural and strategic objectives.
The authors identify the three most important reward systems for teams––recognition plans, project team incentives, and organizational unit incentives––and provide numerous examples of how today′s top companies are using them to spur the development and success of their work teams.
Twenty–seven case studies from organizations including Chase Manhattan, Ralston Purina, Lotus Development, Bayer, and Rockwell Automation describe in detail how each company designed and implemented their systems. These case studies show readers how to handle a variety of difficult issues such as whether to use cash or non–cash rewards, dealing with team members who don′t pull their weight, combining plans for maximum impact, and communicating clearly about compensation. The authors summarize key solutions from all the case studies in the book′s closing chapter.
By shining a light on struggles, successes, and lessons learned by real–world organizations, Rewarding Teams gives readers the guidance and tools they need to tackle the formidable task of building compensations programs that appropriately and effectively reward and recognize the work of teams.