Edward
E. Lawler III shows how organizations can use pay systems as a
strategic tool for improving organizational effectiveness - rather
than simply viewing pay as an unavoidable cost of doing business.
Arguing that pay is a promising and largely untapped source of
competitive advantage, he shows how to use pay to reinforce behavior
that best serves a company's business strategy - and thereby improve
performance and profitability.
Drawing
on his thirty years of experience as a researcher and consultant
on compensation and organizational effectiveness, Lawler reveals
how pay strategies that draw a clear connection between pay and
performance can support an organization's strategic objectives
by communicating unmistakably what the organization values most
highly. He examines a wide range of performance-based pay practices
- from piecework incentive systems to merit pay and skill-based
pay - and demonstrates how pay systems can be tailored to fit
a variety of business strategies and management styles. And he
offers criteria for determining which pay strategies are most
likely to win acceptance and deliver performance improvements
in any given organization.
Lawler
explores both traditional and non-traditional pay strategies, with
special emphasis on how to design pay systems that support participatory
management and other innovative management practices.
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