2. Using Performance-Based Pay to Achieve Strategic Objectives
Figures and Tables
Chapter Ten
Using Performance-Based Pay to Achieve Strategic Objectives
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3. Exhibit 1-4 Exhibit 10.1 Exhibit 1-4
The Strategic Value of Three Types of Pay
Exhibit 10.1
Exhibit 1-4
Exhibit 1-4
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4. Exhibit 10.2
Use of Performance-Based Pay within an Integrated HRM System
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5. Exhibit 10.3 Use of Different Types of Performance-Based Pay
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6. Exhibit 1-4 Exhibit 10.4 Exhibit 1-4
Performance-Based Pay Under Recognition, Merit, Incentive, and Earnings-at-Risk Pay Plans
Exhibit 10.4
Exhibit 1-4
Exhibit 1-4
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7. Exhibit 10.5 Effectiveness of Alternative Forms of Pay
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8. Exhibit 10.6 Metrics for Short-Term Incentives
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9. Exhibit 1-4 Exhibit 10.7 Exhibit 1-4
Metrics Used to Evaluate the Effectiveness of Performance-Based Pay
Exhibit 10.7
Exhibit 1-4
Exhibit 1-4
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10. Exhibit 10.8
Steps for Building Employee Acceptance of Performance-Based Pay
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11. Exhibit 10.9 Common Recognition Awards
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12. Exhibit 10.10 Common Goals for Recognition Awards
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13. Exhibit 1-4 Exhibit 10.11 Exhibit 1-4 Merit Pay Versus Lump Sum Merit
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14. Exhibit 1-4 Exhibit 10.12 Exhibit 1-4 Example of a Merit Matrix
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15. Exhibit 10.13 Common Sales Measures
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16. Exhibit 10.14
Reasons Organizations Offer Broad-Based Stock Ownership Plans
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17. Exhibit 1-4 Exhibit 10.15 Exhibit 1-4
Explanation of Selected Stock-Based Pay Options
Exhibit 10.15
Exhibit 1-4
Exhibit 1-4
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