Introduction Nowadays‚ business environments have become increasingly dynamic and competitive. Due to globalisation and technological change‚ many companies today are trying to identify innovative compensation strategies that are directly linked to improving organizational performance as well as to make the companies become more flexible and adaptive. According to Appelbaum and Mackenzie (1996)‚ the fundamentals of incentive pay and how it associates with known organizational behaviour theories
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Employee Demographics in Human Resource Management Research Fiona Edgar & Alan Geare Abstract Despite a prominent perspective of the literature that employees are consumers of HRM‚ only recently has HRM been evaluated from the employees’ viewpoint. Whilst these studies have helped to develop our understanding of the HRM‘experience’ from an employee perspective‚ they frequently ignore the issue of employee demography. This study contributes to understanding in this area by establishing
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Performance-related pay (PRP) is a financial rewarding system that links pay awarded to the work output of employees (CIPD‚ 2013). It is connected directly to individual‚ group and organisational performance (Armstrong‚ 2005). In the late 1980s and early 1990s‚ performance pay scheme became prevalently used in both private and public sectors in UK organisations‚ where it is perceived to be a motivation tool. 2. Theories about PRP As Thorpe and Homan (2000)‚ the role of incentive pay in employee motivation
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February 9‚ 2015 Callie Burnley Controlling Labor Costs and Outsourcing "Managing the number of employees and/or the hours worked is the most obvious and perhaps most common approach to managing labor expenses in the United States" (Milkovich‚ Newman‚ & Milkovich‚ 2008‚ p. 583). There are many ways that employers can control labor costs. This team paper will detail the different ways of controlling labor costs‚ how organizations use inherent controls‚ and what activities in managing the pay system
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Academy of Management Review 2007‚ Vol. 32‚ No. 2‚ 393–417. Copyright of the Academy of Management‚ all rights reserved. Contents may not be copied‚ emailed‚ posted to a listserv‚ or otherwise transmitted without the copyright holder’s express written permission. Users may print‚ download‚ or email articles for individual use only. RELATIONAL JOB DESIGN AND THE MOTIVATION TO MAKE A PROSOCIAL DIFFERENCE ADAM M. GRANT University of Michigan This article illustrates how work contexts motivate
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J & Raven‚ B.H. 1959‚ ’The bases of social power’‚ Studies of social power‚ ed. D. Cartwright‚ Institute for Social Research‚ Ann Arbor‚ M1‚ pp. 150-67. Fryer‚ B. 2004‚ ‘The Micromanager’‚ Harvard Business Review‚ pp. 31-40. Goleman‚ D. 1998‚ ’What makes a Leader?’‚ Harvard Business Review‚ vol. 76‚ no. 6‚ pp.92-102. Goleman‚ D.‚ Boyatzis‚ R. & McKee‚ A. 2001‚ ’Primal Leadership: the hidden driver of great performance’‚ Harvard Business Review‚ vol. 79‚ no.11‚ p.42. Golsing‚
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management is defined as being: “a series of activities which: first enable working people and their employing organizations to agree about the objectives and nature of their working relationship and‚ secondly‚ ensures that the agreement is fulfilled”( Pfeffer‚ 1998: 21) Introduction-Factors Influencing evolution of Strategic Human Resource Management Human resource management has changed in name various times throughout history. The name change was mainly due to the change in social and economic activities
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From crisis to opportunity: Human resource challenges for the public sector in the twenty-first century. The Review of Policy Research‚ 21‚ 2‚ 157-178. Retrieved November 8‚ 2004 from H.W. Wilson database. Sundstrom‚ E.‚ DeMeuse‚ K. P.‚ & Futrell‚ D. (1990). Work teams: applications and effectiveness. American Psychologist‚ 45‚ 2‚ 120-133. Walker‚ D Webber‚ S.S. & Donahue‚ L.M. (2001). Impact of highly and less-related diversity on work group cohesion and performance: A meta-analysis. Journal of Management
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strategic and tactical management of any company. Nevertheless‚ a theory of the consequences of this importance was not formalized until the 1970s‚ with the publication of The External Control of Organizations: A Resource Dependence Perspective (Pfeffer and Salancik 1978). Resource dependence theory has implications regarding the optimal divisional structure of organizations‚ recruitment of board members and employees‚ production strategies‚ contract structure‚ external organizational links‚ and
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Relationship between strategic HRM and competitive advantage in the hotel industry – a case study of the budget hotel sector. University of Strathclyde‚ The Scottish Hotel School. Pfeffer‚ J. (1994) Competitive Advantage Through People: Unleashing the Power of the Workforce. Boston‚ MA: Harvard Business School Press. Pfeffer‚ J Porter‚ M (1985). Competitive advantage: creating and sustaining superior performance. Free Press‚ New York. Redman‚ T Schuler‚ R.S. and Jackson‚ S.E. (1987). Linking competitive
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