Motivation, ability and potential for development are crucial for performance and the achievement of objectives. The author, from his extensive management experience at Unilever, the leading multinational corporation, demonstrates the importance of the link between motivation, assessment of performance and potential, and reward and incentive strategies. It is only by getting this relationship right that the company can achieve business success.
Motivation, ability and potential for development are crucial for performance and the achievement of objectives.
Basic results on dynamic programming with finite state and action spaces are generalized to a class of dynamic programming problems that includes most queuing control problems treated in literature. The results establish existence of average reward optimal stationary policies and uniqueness of solution to the functional equation of dynamic programming in the average reward case among nonpositive functions up to an additive constant. The question of convergence of discount optimal policies to average optimal policies is settled in a fairly general setting. Existence of nearly optimal policies is shown in a particular queuing control problem. The principle which turns out to be most useful in the study is a basic probabilistic systems theorem to the effect that a fair game remains fair under transformation by certain systems of optional stopping. (Author).
Basic results on dynamic programming with finite state and action spaces are generalized to a class of dynamic programming problems that includes most queuing control problems treated in literature.
Author Stephen B. Knouse does not consider reward and recognition to be a static set of principles, but rather a continually evolving process. This process diversifies into new areas, such as motivation, leadership, group dynamics, and other areas of behavior. In this way, TQM can be responsive to both its internal and external customers. Knouse also explains how to integrate the characteristics of the reward and recognition process with TQM. TQM emphasizes important psychological concepts, such as cultural change, leadership, and teamwork. However, very little has been written about the psychological theory behind these concepts. This book provides psychological frameworks for understanding the reward and recognition process. As a result, the idea of motivation and its importance to reward and recognition becomes clearer. Employee motivation within any organization must also be managed carefully in order to achieve optimal effectiveness. Various motivation principles used within the TQM organization are detailed to provide a thorough understanding of these key practices. Motivational theories are illustrated and explained in basic terms, so the importance of these critical issues shows why reward and recognition will work in a quality environment. Many organizational examples of reward and recognition within the manufacturing, service, public, and international sectors are also presented to further demonstrate the motivational techniques as they relate to what other successful TQM organizations are doing. Companies share effective reward and recognition techniques. Effective performance evaluation is behind any reward and recognition program. A performance evaluation system for TQM requires that performance criteria be established that support the quality and customer orientation of the organization. This book shows how to create and maintain those criteria. It also presents some of the unique pitfalls of performance evaluations and offers specific and successful ways to avoid them. Each chapter includes techniques for improving the reward and recognition process. Workforce diversity is an important issue in today's organizational environment. Diversity relates to a variety of characteristics, such as mutual respect, acceptance, and teamwork Knouse identifies and discusses these and many other important emerging issues. He suggests new directions that can link reward and recognition to the role of charismatic leadership, competition, and prestigious quality awards. These will all have an impact on the workforce and TQM in the future.
However, very little has been written about the psychological theory behind these concepts. This book provides psychological frameworks for understanding the reward and recognition process.
The Reward of Not Knowing is for anyone who feels that the life they're currently living isn't the one that has been waiting for them. Learn how to transform doubt and fear into courage and certainty by recognizing the heroic sequence of events in your own life. By sharing some of the most tragic and often wondrous events of my past, I intend to inspire anyone who truly desires positive change now.
The Reward of Not Knowing is for anyone who feels that the life they're currently living isn't the one that has been waiting for them.
Recognizing and rewarding employees is a true business imperative no manager can afford to ignore. Now in a revised second edition, "How to Recognize & Reward Employees" gives managers all the helpful tools and information they need to get the most from their people. The book reveals the best ways to improve employee morale, productivity and quality of work, select the right reward for the achievement and inspire both high and low performers. It is an essential reference for every organization.
The book reveals the best ways to improve employee morale, productivity and quality of work, select the right reward for the achievement and inspire both high and low performers. It is an essential reference for every organization.
This text draws together thinking and practice in reward management. It focuses on the relationship of reward policy and practice to strategy, while contributions illustrate the theoretical links between reward and other fields of interest, such as motivation, labour economics and economic policy.
This text draws together thinking and practice in reward management.
