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By linking performance management and compensation systems, a company can get a clear picture of its work force - who is employed, what workers want out of their jobs, who's contributing, who's not - then pay employees accordingly. In doing this, companies essentially take their payroll, which is often a company's largest and most complicated expenditure, and turn it into a motivation tool, built into the infrastructure and culture of a company. Likewise, linking pay to performance eliminates the need for managers to rely on intuition and memory to recall an employee's performance highlights, goals and targets.
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