Recognizing and Rewarding Employees
Managing in today’s complex environment is difficult. The unspoken psychological contract that defines the nature of the relationship between employers and employees continues to evolve. Employees are becoming increasingly “free” to move about—within as well as between organizations. Traditional boundaries of structure, time, location, and authority are blurring. Organizations striving to compete in a global economy are downsizing, merging, transforming, and migrating to newer forms of existence. Managers and non-managers alike are being challenged to do more with less, think “out of the box,” and collaborate in new and innovative ways to achieve common objectives. The old traditions and systems are breaking down, and newer conventions are being tried to achieve breakthrough results.In the midst of a new global wilderness are pioneers, common and uncommon travelers, managers, stewards, free agents, “virtual” workforces—all converging on some new promised land. If you plan to venture out and — better yet — survive, you’ll need to know how to prepare yourself, what essential tools to take, what travel techniques and strategies to apply, and — ultimately — what “customs,” “language,” and “currency” will enable you to be conversant with the many people of varied interests and abilities you’ll meet — and manage — along the way.This is a book about a new frontier—the new workplace. It’s a book about the needs and interests of the new workforce — epitomized by the “free agent/employee” — and the tools of recognition and rewards. You’ll learn about:* The New Workplace - its “free agent/employees” — their values, interests, and goals;* Work — how to make it personally meaningful and more strategically aligned;* Motivation — its source and what drives it;* Collaboration — its importance, along with what promotes and hinders it;* Recognition — its many forms and its powerful and empowering energy;* Rewards — what’s hot, what’s not, and the difference between those that are intrinsic and extrinsic; and,* Stewardship — how it differs from leadership and why it is so important in the new workplace.This is a book about people at work—and, specifically, about recognition and rewards. It may surprise you. It may excite you. We hope it will inspire you. The insights we lend and the conclusions reached are intended to convey a message — namely, that travel into the new wilderness is not for the “casual” traveler or “half-a-measure” managers. Success will be predicated upon a deeper understanding and mastery of the subjects of motivation, recognition, and rewards.CHAPTER HIGHLIGHTSThe subject of recognition and rewards is complex. Rewards have the power to punish as well as compensate. As a manager in the new workplace, you’ll need to know how rewards work. We want you, our reader, to understand:* The difference between rewarding and manipulating;* The human nature of work and the relationship that exists between work and its performer/creators;* The rewards of leadership and the illusory nature of power;* How cultures shape desired outcomes and foster productivity and collaboration;* Why recognition is a “whole person” experience;* What reward systems move people and organizations closer to their goals; and* How to foster responsibility and accountability naturally.SPECIAL FEATURESThe idea behind the books in the Briefcase Series is to give you practical information written in a friendly person-to-person style. The chapters are short, deal with tactical issues, and include lots of examples. They also feature numerous boxes designed to give you different types of specific information.