Cover image for Rewards that drive high performance : success stories from leading organizations
Title:
Rewards that drive high performance : success stories from leading organizations
Author:
Wilson, Thomas B.
Personal Author:
Publication Information:
New York : AMACOM, [1999]

©1999
Physical Description:
xix, 314 pages : illustrations ; 24 cm
General Note:
"Published in cooperation with American Compensation Association."
Language:
English
Added Corporate Author:
ISBN:
9780814404287
Format :
Book

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Status
Central Library HD31 .W5576 1999 Adult Non-Fiction Central Closed Stacks
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Summary

Summary

Many companies say their people are the key to success. But only a select few actually prove it by letting employees share in the results they helped to achieve. These companies use a careful blend of salary systems, incentive and bonus programs, personal recognition, and other rewards to recognize superior work and motivate high performance.


Author Notes

Thomas B. Wilson is president of the Wilson Group, Inc. Mr. Wilson is a frequent speaker at national conferences. He lives and works in Concord, Massachusetts.


Reviews 2

Booklist Review

Usually overlooked in the discussion over the changing workplace and how organizations must restructure to be more effective is any consideration of compensation and rewards. Wilson heads a consulting firm that specializes in performance-based reward systems and is the author of Innovative Reward Systems for the Changing Workplace (1994). There he explained how to replace inflexible pay systems to make pay contingent on achievement, create a stake in the business, and build meaningful recognition systems. Now he profiles 40 companies as diverse as Amazon.com, Coca-Cola, and Baptist Health System that have successfully established such systems. Providing a brief overview of each company and explaining why each needed to make a change, Wilson shows how compensation can be tied to instilling an entrepreneurial spirit, creating a stake in the enterprise, improving customer service, teamwork, supporting a business turnaround, retaining talent, reinforcing quality processes, and matching rewards to a changing strategy. Wilson's guide will also show those executives and managers who profess to "walk the talk" how to put their money where their mouths are. --David Rouse


Choice Review

Wilson (management consultant) argues that organizational restructuring in the 1990s produced a fundamental change in the corporate approach to the management of human resources. As firms cut operating costs and attempted to gain flexibility, they implemented more strategic forms of compensation. This innovative approach to reward systems involves tighter links between firm performance and individual contributions, the overall objective being to give employees a stake in the company's success. The author presents a series of case studies demonstrating how major American companies create workable compensation schemes. Studies are grouped into various categories, such as "building an entrepreneurial spirit," "keeping a focus on the customer," and "reinforcing the quality process." Among the well-known business organizations described are Amazon.com, DuPont Corporation, Saturn, and Sears, Roebuck and Company. Amazon.com illustrates, for example, how an organization can keep direct compensation relatively low by offering employees ownership through stock options and still achieve strategic goals of expansion. Wilson concludes by listing ten key factors or "lessons" about compensation that can be drawn from the cases. Although the ideas are familiar in today's business environment, the detailed studies provide a good treatment of actual practices. General readers; undergraduate students; and practitioners. R. L. Hogler; Colorado State University


Table of Contents

List of Contributorsp. xi
Acknowledgmentsp. xix
1. The Quiet Revolutionp. 1
2. Building an Entrepreneurial Spirit: Case studiesp. 9
Amazon.comp. 10
The MathWorks, Inc.p. 15
Ticona, LLCp. 21
Southwest Airlinesp. 29
Wilson Group, Inc.p. 36
3. Creating a Stake in the Enterprise: Case studiesp. 49
DuPont Corporationp. 50
The Coca-Cola Companyp. 54
Saturn Corporationp. 60
Boone County National Bankp. 66
IdeaScope Associates, Inc.p. 74
Cisco Systems, Inc.p. 79
4. Keeping a Focus on the Customer: Case studiesp. 86
Royal Bank Financial Groupp. 87
Colony Communications, Inc.p. 96
Copley Pharmaceutical, Inc.p. 103
Starbucks Coffee Companyp. 11
5. Working as a Team: Case studiesp. 117
DuPont Corporationp. 118
Cummins Enginep. 123
Blanchard Training and Development, Inc.p. 129
K/P Corporationp. 134
Baptist Health System, Inc.p. 143
6. Supporting a Business Turnaround: Case studiesp. 154
Sears, Roebuck and Companyp. 155
Avid Technology, Inc.p. 161
Burke, Inc.p. 167
Osram Sylvania, Inc.p. 177
SunLife of Canadap. 184
7. Retaining Critical Talent: Case studiesp. 190
Fleet Financial Group, Inc.p. 191
CIGNA HealthCarep. 196
Health Services Medical Corporationp. 203
Keane, Inc.p. 214
8. Reinforcing the Quality Process: Case studiesp. 222
Allied Signalp. 223
Techneglas, Inc.p. 230
Corning Incorporatedp. 239
Community Health Planp. 246
Harvard University Health Servicesp. 253
9. Matching Rewards to a Changing Strategy: Case studiesp. 261
Harvard Pilgrim Health Carep. 262
W.W. Grainger, Inc.p. 270
Genzyme Corporationp. 276
Key Private Bankp. 280
Levi Strauss and Co.p. 287
10. Not the Last Chapterp. 293
Bibliographyp. 303
Indexp. 305

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