is that you earn more when you produce more and earn less when you produce less.
pay links an individual's salary or wage increase directly to measures of performance accomplishment.
plans give stock to employees or allow them to purchase stock at special prices.
Employee stock ownership
(1) identify and set clear and measurable performance goals,
(2) take performance measurements to monitor goal progress,
(3) provide feedback and coaching on performance results, and
(4) use performance assessment for human resource management decisions such as pay, promotions, transfers, terminations, training, and career development.
Four steps in the performance management process.
distribution in performance appraisal forces a set percentage of persons into pre-determined rating categories.
rating scale links performance ratings to specific and observable job- relevant behaviors.
The behaviorally anchored rating
record actual examples of positive and negative work behaviors and results.
Critical incident diaries
evaluation gathers evaluations from a jobholder's bosses, peers, and subordinates, as well as internal and external customers and self-ratings.
A 360 evaluation
used systematic study of job components to develop practices to increase people's efficiency at work.
Taylor's scientific management
increases task variety by combining into one job two or more tasks that were previously assigned to separate workers.
increases task variety by periodically shifting workers among jobs involving different tasks.
builds high- content jobs that involve planning and evaluating duties normally done by supervisors.
allows a full- time job to be completed in fewer than the standard five days.
A compressed work week
hours gives individuals some amount of choice in scheduling their daily work hours.
Flexible working hours
one full-time job is split between two or more persons who divide the work according to agreed- upon hours.