Companies can construct beautiful rewards programmes for employees – but if they ignore line management input, they’re missing the most important part of the equation.
Companies need to focus less on the ‘what’ and more on the ‘how’ rewards programmes are implemented and line managers are typically those who can make or break their success in keeping employees engaged and motivated. That’s the gist of The Manager’s Guide to Rewards – new book from Hay Group consultants Doug Jensen, Tom McMullen and Mel Stark which is based on their company’s research.
This shows that up to 30 percent of variance in business results can be explained by differences in the work climate created by managers.
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