Ultimate Rewards: What Really Motivates People To Achieve

In the knowledge economy, harnessing the power of people to do their best work is more critical than ever. This stellar collection--edited by GE chief learning officer Steve Kerr--brings together the best articles and interviews from the Harvard Business Review on individual and organizational motivation. From San Francisco 49ers head coach Bill Walsh on the arc of utilization that creates a plan for moving people through the organization to GE Chairman Jack Welch on the company's famous Work-Out program that transforms attitudes and energizes employees, this book includes many helpful examples of ulltimate or true rewares. These articles--as well as pieces by Peter Drucker, Rosabeth Moss Kanter, Ronald Heifetz, and others--examine the sources of motivation and offer numerous starategies for compensating employees and driving organizational excellence: power, accountability, responsibility, organizational culture, coaching, teamwork, incentives, goal setting, and employee ownership. Ultimate Rewards tackles many of the hard issues and controversial questions about how to reward, what to reword, and who shoudl jreward, including: Determining whether employees really value intrinsic benefits like self actualization and kjob enrichment more than extrinsic ones like pay. Using promotions to recognize performance in a downsized, de-layered business environment when specific jobs at the next level may jknot be readily available. Instituting reversible compensation, including bonuses, incentive pay,and compensation at risk. Making financial as well as nonfinancial bonuses visible. Designing efficient rewards that motivate future performance as well as thank kpeople for past performance. Measuring and rewarding results to minimize dysfunctional behavior. Creating opportunities for klpeers,kcustomers, and ksubordinates to participate in the review process. Framed by Kerr's provocative introducttion, Ultimate Rewards highlights successes and failures as well as the conflicting opinions on what works and what doesn't as it addresses the perennial challenge of ensuring top-quality performance and winning results.