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Performance and Reward Management are two sides of the same coin intended to integrate individual performance to organisational goals and objectives in an effective and efficient manner. It is this linking that helps improve organisational competence and performance through efforts, collaboration and commitment of human resources and sustaining organisation?s competitive advantage. This book ?Performance and Reward Management? seeks to familiarise students with the contemporary concepts, philosophy, strategies, systems, processes, programmes, and legal enactments connected with management of performance and rewards in the context of business in an engaging and lucid style. The book also articulates impact of mergers and acquisitions on performance management. Theoretical discussions coupled with modern and extensive array of pedagogical tools enable students to internalise the concepts. Scholars, professors, consultants and all those interested in the subject would find the book both informative and useful. Contents Preface, 1. Performance Management 2. Reward Management 3. Compensation System 4. Wage Laws, References and Select Bibliography, Index Printed Pages: 280. Buchnummer des Verkäufers 43351
Titel: Performance and Reward Management
Verlag: Ane Books Pvt. Ltd
Auflage: First edition.
Buchbeschreibung Josef Eul Verlag Gmbh Jan 2015, 2015. Taschenbuch. Buchzustand: Neu. Neuware - A fundamental challenge that management faces in the twenty-first century is how to exercise adequate control, i. e. how to guide and direct the behaviour of their subordinates. With increasing globalisation firms witness a cross-cultural impact too. Of particular interest is the question of whether to use the standardized form of control similar to the home base of firms or whether to adapt their control practices to the local specificities. Given the meagre state of the literature in management control with a cross-cultural emphasis, this study addresses a real world problem, namely the question whether management control practices are configured similarly or differently across cultures. Relying on a generalized industry sample across four countries (Belgium, Canada, Germany and Poland), this study sought to shed light on one of the more intriguing questions - 'does culture matter' - for specific control areas, in particular for performance measurement, performance evaluation and reward systems. The theoretical foundations are grounded in the cultural framework of the GLOBE project accompanied by thoughts of new institutionalism, stakeholder theory and contingency thoughts. Hypotheses are tested by mean comparisons (ANOVA, ANCOVA). The empirical findings highlight cultural differences for a broader set of control practices and deliver new insights into the intersection of culture and management control. This dissertation crafts a novel topic with high relevance for both researchers and practitioners. The study demonstrates areas for which management control practices should be adapted to the local needs and areas for which those practices could be harmonized in the whole company. This monograph stresses some areas in which future empirical cross-cultural research can benefit, and some areas where conceptual thoughts could be advanced. 304 pp. Englisch. Artikel-Nr. 9783844103809