Ultimate Rewards : What Really Motivates People to Achieve
Edited by Steven Kerr





Format: Hardcover, 288pp.
ISBN: 9780875848082
Publisher: Harvard Business School Press
Pub. Date: September 1997

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Description and Reviews
From The Publisher:

In the knowledge economy, harnessing the power of people to do their best work is more critical than ever. This stellar collection—edited by GE chief learning officer Steve Kerr—brings together the best articles and interviews from the Harvard Business Review on individual and organizational motivation.

From San Francisco 49ers head coach Bill Walsh on the arc of utilization that creates a plan for moving people through the organization to GE Chairman Jack Welch on the company's famous Work-Out program that transforms attitudes and energizes employees, this book includes many helpful examples of ultimate or true rewards. These articles—as well as pieces by Peter Drucker, Rosabeth Moss Kanter, Ronald Heifetz, and others—examine the sources of motivation and offer numerous strategies for compensating employees and driving organizational excellence: power, accountability, responsibility, organizational culture, coaching, team work, incentives, goal setting, and employee ownership.

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 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.

Contributors: David Burnham, Ram Charan, Peter Drucker, Rob Goffee, Ronald A. Heifetz, Gareth Jones, Rosabeth Moss Kanter, Alfie Kohn, Donald L. Laurie, Harry Levinson, David C. McClelland, Michael Quarrey, Richard Rapaport, Corey Rosen, Robert H. Schaffer, Noel M. Tichy


Table of Contents

Introduction
Asinine Attitudes Toward Motivation by Harry Levinson
Why Incentive Plans Cannot Work by Alfie Kohn
Rethinking Rewards: Perspectives on Alfie Kohn's Why Incentive Plans Cannot Work
How Well Is Employee Ownership Working by Correy Rosen and Michael Quarrey
What Businesses Can Learn from Non-Profits by Peter F. Drucker
Power Is the Great Motivator by David C. McClelland and David H. Burnham
Demand Better Results and Get Them by Robert H. Schaffer
New Managerial Work by Rosabeth Moss Kanter
The Work of Leadership by Ronald A. Heifetz and Donald L. Laurie
Speed, Simplicity, Self Confidence by Noel M. Tichy and Ram Charan
To Build a Winning Team: An Interview with Head Coach Bill Walsh by Richard Rapaport
CEO as Coach: An Interview with Allied Signal's Lawrence A. Bossidy by Noel M. Tichy and Ram Charan
What Holds the Modern Company Together? by Rob Goffe and Gareth Jones
About the Contributors
Index

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