Ultimate Rewards tackles many of the hard issues and controversial questions about how to reward, what to reward, and who should reward, including determining whether employees really value "intrinsic" benefits like self-actualization and job enrichment more than extrinsic ones like pay; using promotions to recognize performance in a downsized, de-layered business environment when specific jobs at the next level may not be readily available; instituting reversible compensation, including bonuses, incentive pay, and compensation at risk; making financial as well as nonfinancial bonuses visible; designing efficient rewards that motivate future performance as well as thank people for past performance; measuring and rewarding results to minimize dysfunctional behavior; and creating opportunities for peers, customers, and subordinates to participate in the review process.
Framed by Kerr's provocative introduction, Ultimate Rewards highlights successes and failures as well as the conflicting opinions on what works and what doesn't, as it addresses the perennial challenge of ensuring top-quality performance and winning results.