Worth the risk

Cotton, Charles; Chapman, Jonathan
February 2010
People Management;2/11/2010, p26
The article discusses how to balance risk and reward to bolster optimum business performance. According to the authors, if an organisation is unable to communicate effectively with its employees about the attitudes, behaviours, skills and performance it needs and how these elements will be rewarded, then organisational value could be endangered as the wrong attributes may be fostered among employees. The authors advise managers to regularly review their reward strategy and systems for risk.


Related Articles

  • Are We Working Too Hard or Should We Be Working Harder? A Simple Model of Career Concerns. Foerster, Andrew; Martinez, Leonardo // Economic Quarterly (10697225);Winter2006, Vol. 92 Issue 1, p79 

    Details a study which examined how an employee is disciplined by career concerns. Correlation between attitude and job performance; Influence of wages and incentives on employee motivation; Extent to which career-concern incentives eliminate employee inefficiencies.

  • Constructive challenge: employee voice, helpfulness and task performance on organizational rewards. Kiker, D. Scott; Kiker, Mary B.; Perry, Michael // Journal of Management & Marketing Research;May2013, Vol. 13, p1 

    This study examines the effects of three classes of employee behavior (voice, helpfulness and task performance) on supervisory reward recommendations. In a laboratory setting. n=216 research participants engaged in a managerial simulation where they worked on an inbasket task that was created to...

  • Between-worker variability in output under piece-rate versus hourly pay systems. Judiesch, Michael K.; Schmidt, Frank L. // Journal of Business & Psychology;Summer2000, Vol. 14 Issue 4, p529 

    This study re-examined the earlier conclusion by F. Schmidt and J. Hunter (1983) that incentive pay reduces between-worker differences in output, based on their finding that the standard deviation of employee output as a percentage of mean output (SDp) is smaller under piece-rate compensation...

  • Employee Motivation. McKenna, Terry // National Petroleum News;Oct2011, Vol. 103 Issue 7, p10 

    The author discusses the effectiveness of extrinsic and intrinsic approaches to employee motivation in the U.S. He states that a decline in job performance is usually addressed by incentive programs instead of initiatives for the development of leadership skills. The author notes that meaningful...

  • The Biggest Driver of Performance Is Recognition. Nelson, Bob // International Professional Performance Magazine;2007, Vol. 15 Issue 2, p22 

    The article presents the author's views on how human performance can be enhanced using the power of recognition. He views that a leadership mandate from the heart is the best strategy to enforce performance. He views that managers can be trained to be able to use recognition to drive performance...

  • Reward Performance Strategically.  // Grovo Learning: Reward Performance Strategically;2016, p1 

    Video length: 1 minute and 37 seconds. This video discusses how providing rewards for behavior that enforces the company mission and goals helps you keep valuable employees, motivate them, and create a work culture that encourages high performance.

  • Leadership Engagement as Job One. O'Brien, David A. // Leadership Excellence Essentials;Mar2015, Vol. 32 Issue 3, p22 

    The article discusses several steps that business leaders can take to address the issue of employee engagement, and it mentions topics such as employee gaps in productivity and overall performance, as well as several leadership characteristics such as integrity and trust. Guidance from Human...

  • Benefits help retention in two-thirds of cases.  // Employee Benefits;Sep2004, p12 

    Cites the results of Origen's 2004/2005 employee benefits survey. Likelihood for organizations offering good benefit packages to recruit and retain top staff; Revelation of the percentage of employees with knowledge of their benefit's values; Belief by the majority of the effectiveness of a...

  • Effects of Leader Contingent and Noncontingent Reward and Punishment Behaviors on Subordinate Performance and Satisfaction. Podsakoff, Philip M.; Todor, William M.; Skov, Richard // Academy of Management Journal;Dec82, Vol. 25 Issue 4, p810 

    This study investigated the nature of the relationships between leader reward and punishment behaviors and subordinate performance and satisfaction. Only performance-contingent reward behavior was found to affect subordinate performance significantly. Positive relationships were found between...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics