The Manager's Guide to Rewards: What You Need to Know to Get the Best For--And From--Your Employees

The Manager's Guide to Rewards: What You Need to Know to Get the Best For--And From--Your Employees

The Manager's Guide to Rewards: What You Need to Know to Get the Best For--And From--Your Employees

The Manager's Guide to Rewards: What You Need to Know to Get the Best For--And From--Your Employees

Excerpt

The world is changing and the world of business is changing along with it. Improvements in technology and a deeper understanding of human psychology have led to [flatter] organizations that get things done with greater speed than ever before. These new organizations have the potential for transparency—an atmosphere in which each work group knows what the other groups are up to, in which unit heads communicate openly with one another, and in which every employee understands the organization's mission, its goals, and its strategies.

In this brave new world, line managers are often called upon to act in roles previously filled by human resources (HR) professionals. They are now communicating about benefits, talking about pay, measuring performance, and designing jobs (which change more frequently than ever)—roles for which they may not have been prepared. Yet research suggests that managers—not HR professionals—are the best people to communicate with workers about rewards. That's because people trust their bosses; most people will even tell you they work for their bosses, not for their organizations. However, with the rapid pace of today's demands and changes, there's little time either for line managers to learn new skills or for important messages about rewards to cascade down the organization to line managers.

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