12 Pay for Performance
and Financial Incentives
Human Resource
Management
14th Edition, Global
Edition
4-
Gary Dessler
Copyright © 2015 Pearson
12-1
Education Ltd.
Learning Objectives
1. Explain how you would apply four
motivation theories in formulating an
incentive plan.
2. Discuss the main incentives for
individual employees.
3. Discuss the pros and
4- cons of
commissions versus straight pay for
salespeople.
4. Describe the main incentives for
managers and executives.
5. Name and describe the most popular
organization-wide incentive plans.
Copyright © 2015 Pearson
Education Ltd. 12-2
Explain how you would apply
four motivation theories in
4-
formulating an incentive plan.
Copyright © 2015 Pearson
Education Ltd. 12-3
Money and Motivation
Strategy
4-
Performance
Incentive Pay
Copyright © 2015 Pearson
12-4
Education Ltd.
Motivation and Incentives
Herzberg’s
Two-Factory Hygiene
4-
Theory
Deciand
demotivators Motivators
Copyright © 2015 Pearson
12-5
Education Ltd.
Motivation and Incentives
• Expectancy
4-
Theory, Victor
Vroom
Copyright © 2015 Pearson
12-6
Education Ltd.
Motivation and Incentives
o Behavior modification
o Incentive pay terminology
4-
o Employee incentives and the law
Copyright © 2015 Pearson
Education Ltd. 12-7
Review
• Money and motivation
• Motivation theories
• Incentives 4-
• Terminology
• The law
Copyright © 2015 Pearson
12-8
Education Ltd.
Discuss the main
incentives for individual
employees.
4-
Copyright © 2015 Pearson 12-9
Education Ltd.
Individual Employee Incentive and
Recognition Programs
• Piecework plans • Merit pay as an
o Straight 4- incentive
piecework o Differential pay
o Standard hour increases
plans o Merit pay options
o Pros and cons
Copyright © 2015 Pearson
Education Ltd. 12-10
Individual Employee Incentive and
Recognition Programs
• Incentives for professional employees
• Nonfinancial and recognition-based
4-
awards
o Incentives managers can use
• Online and apps supported awards
• Job design
Copyright © 2015 Pearson
Education Ltd. 12-11
IMPROVING PERFORMANCE:HR Tools for
Line Managers and Entrepreneurs
For motivation:
1. Employees need a doable goal and agree
with it
4-
2. Recognition either alone or in combination
with financial rewards
3. Social recognition (such as compliments)
as positive reinforcement on a day-to-day
basis Copyright © 2015 Pearson
12-12
Education Ltd.
IMPROVING PERFORMANCE:
HR as a Profit Center
Research:
• Performance was compared in stores using
and not using financial and nonfinancial
incentives
4-
• Measured gross profitability, drive-through
time, and employee turnover
• Financial and nonfinancial incentives
improved employee and store performance
Copyright © 2015 Pearson
12-13
Education Ltd.
Review
• Piecework
• Merit pay
• Incentives for professionals
4-
• Nonfinancial rewards
• Online
• Job design
Copyright © 2015 Pearson
12-14
Education Ltd.
Discuss the pros and
cons of commissions
versus straight
4-
pay for
salespeople.
Copyright © 2015 Pearson
12-15
Education Ltd.
Incentives for Salespeople
• Salary plan
• Commission plan
• Combination plan 4-
• Maximizing sales force results
• How effective are your
incentives?
Copyright © 2015 Pearson
12-16
Education Ltd.
Improving Performance Through HRIS:
How Effective Are Your Incentives?
• With the aid of VUE Compensation
Management® the sales manager can
4-
analyze compensation and performance
data, conduct “what-if” analyses and
reports, and conduct trend analyses.
Copyright © 2015 Pearson
Education Ltd. 12-17
Review
• Types of sales
incentives
• Maximizing results
4-
• Effectiveness
Copyright © 2015 Pearson
Education Ltd. 12-18
Describe the main
incentives for managers
4-
and executives.
Copyright © 2015 Pearson
Education Ltd. 12-19
Incentives for Managers
and Executives
• Strategy and the executive’s long-term
and total rewards package
• Sarbanes-Oxley Act
4-
• Short-term incentives, annual bonus
o Eligibility
o Fund size
o Individual performance
o Formula
Copyright © 2015 Pearson 12-20
Education Ltd.
Incentives for Managers
and Executives
• Strategic long-term incentives
o Stock options
4-
o Stock option problems
o Other stock plans
o Ethics and incentives
• Other executive incentives
Copyright © 2015 Pearson
Education Ltd. 12-21
IMPROVING PERFORMANCE:
HR Practices Around the Globe
• Chinese companies studied to determine
if new incentive plans affected company
performance
• Researchers compared4-
performance of
those with management stock-option
plans and a control group without plans
• Differences found between private and
government controlled companies
Copyright © 2015 Pearson
12-22
Education Ltd.
Review
• Strategy and long-term incentives
• Federal law
• Short-term incentives
4-
• Strategic long-term incentives
• Other incentives
Copyright © 2015 Pearson
12-23
Education Ltd.
Name and describe the
most popular
organization-wide
4-
incentive plans.
Copyright © 2015 Pearson
12-24
Education Ltd.
Team and Organization-Wide
Incentive Plans
• Designing team incentives
o Engineered standards
4-
o Pros and cons
• HR inequities that undercut team
incentives
Copyright © 2015 Pearson
12-25
Education Ltd.
Team and Organization-Wide
Incentive Plans
• Profit-sharing plans
• Scanlon plans
4-
• Other gain-sharing plans
• At-risk pay plans
• Employee stock ownership plans
12-26
Incentive Plans in Practice:
Nucor
• The production incentive plan at
Nucor steel also has a:
o Department manager incentive plan
o Professional and4- clerical bonus
plan
o Senior officer incentive plan
Copyright © 2015 Pearson
12-27
Education Ltd.
Review
• Team incentives
• Inequities
• Profit-sharing
4-
• Scanlon and gain-sharing
• At-risk
• ESOPs
Copyright © 2015 Pearson
Education Ltd. 12-28
Improving Performance
at The Hotel Paris
• Do you agree with the measurable
criteria Lisa set for the new incentive
plan?
4-
• Given what you know about the Hotel
Paris’s strategic goals, list specific
behaviors you would incentivize for
front-desk clerks, hotel managers,
valets and housekeepers.
Copyright © 2015 Pearson
12-29
Education Ltd.
Hotel Paris
Strategy
Chapter 12
4-
Copyright © 2015 Pearson
12-30
Education Ltd.
4-
Copyright © 2015 Pearson
12-31
Education Ltd.