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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000003368374 | HD56 P46 1995 | Open Access Book | Book | Searching... |
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Summary
Summary
This book brings together a wide range of innovative techniques and approaches for increasing people's effectiveness at work--from performance measurement to gainsharing systems. The Performance Imperative offers an integrated, multidisciplinary approach to improving effectiveness in the workplace, drawing on the expertise of the leading thinkers and practitioners in the field--including Edward E. Lawler III on challenges to organizational effectiveness, Phillip B. Crosby on quality management, Susan A. Mohrman on designing work teams, and Jennifer Jarratt and Joseph F. Coates on the new role of human resources in improving organization and human performance.
Author Notes
HOWARD RISHER is a principal in the compensation services department of Godwins Inc. CHARLES H. FAY is associate professor of Industrial Relations and Human Resources at the Institute of Management and Labor Relations, Rutgers University.
Reviews 1
Library Journal Review
In 20 chapters, this collection provides an overview of the major issues affecting today's workforce. Risher (a principal of a consulting firm) and Fay (human resource management, Rutgers Univ.) divide these chapters into seven major sections: emerging trends in the workforce, workforce organization, leadership, management systems, pay and incentives, labor-management relations, and the future of the workforce. The authors of the individual chapters include a wide variety of both human resource specialists and academics. Most of the chapters include background information and techniques and approaches for increasing worker effectiveness. Though the editors include many of the major topics associated with workforce productivity, there is only a brief mention of the role of demographics, including diversity, gender, and family life issues. Nevertheless, the various viewpoints and approaches covered will be of great interest and use to both managers and human resources personnel. Recommended for public libraries.Gary W. White, Pennsylvania State Univ., Harrisburg (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
Table of Contents
| 1 Raising the Bar: Strategies for Achieving High PerformanceHoward Risher and Charles Fay) |
| Part 1 Understanding the Emerging World of Work |
| 2 The Changing Nature of WorkCharles Fay |
| 3 Organizational Effectiveness: The New Realities and ChallengesEdward E. Lawler III |
| 4 Supporting the Transition: A Redefined Role for Human ResourcesJennifer Jarratt and Joseph F. Coates |
| Part 2 Organizing for High Performance |
| 5 Moving Toward the Virtual WorkplaceN. Fredric Crandall and Mark J. Wallace, Jr. |
| 6 Reengineering: Improving Productivity Through Business Process RedesignAlfred J. Walker |
| 7 Integrating People and Technology: Socio-Technical Perspectives on the Structure of WorkStuart S. Winby |
| Part 3 Providing Effective Leadership |
| 8 Creating a High-Performance Climate: A CEO2s PerspectiveIrvine O. Hockaday, Jr. |
| 9 Championing the Successful Quality EffortRichard C. Whitley |
| 10 Quality Management in the Real WorldPhillip B. Crosby |
| Part 4 Developing High-Performance Management Systems |
| 11 Linking Business Strategy, Unit Goals, and Performance Management SystemsCraig Eric Schneier |
| 12 Designing Work Teams to Fit the OrganizationSusan Albers Mohrman |
| 13 Using Measurement to Reinforce StrategyCarl G. Thor |
| Part 5 Linking the Reward System to High Performance |
| 14 Base Pay: Rethinking the Basic FrameworkHoward Risher |
| 15 Developmental Pay: Aligning Employee Capabilities with Business NeedsRichard W. Beatty and Boris Dimitroff and Dennis O2Neill |
| 16 Group Incentives: Improving Performance Through Shared Goals and RewardsJohn G. Belcher |
| 17 Rewarding Special Performance: Low-Cost, High-Impact AwardsJerry McAdams |
| Part 6 Moving Beyond Confrontational Labor/Management Relations |
| 18 Legal Aspects of Employee ParticipationJames R. Redeker and Daniel P. O2Meara |
| 19 Making Everyone a Stakeholder: Strategies for Addressing Conflicting NeedsLynn R. Williams |
| Part 7 Next Steps |
| 20 Managing Employees as a Source of Competitive AdvantageHoward Risher and Charles Fay |
