"Rewarding
Excellence,"
by Edward E. Lawler III
*****
It's True!
Everything is changing at an extremely rapid
pace. Even though there are some things that tend to
remain in their complicated and bureaucratic form, author
Edward E. Lawler does a fine job of organizing the book
into four parts:
1) Rewards and organizational performance
2) Attracting, developing and retaining
employees
3) Rewarding performance
4) Strategic design
This sound approach works well in text and flow.
Of course, the idea of rewarding performance is not new,
but for most of us it's just a dream. Otherwise why would
there be a book explaining how to do it? Logic and reason
are present in both the concept and description. And
certainly, the application of rewarding the "Team" is not
a theory. Many companies come to mind that successfully
abstain from rewarding individuals. They reward only on
the team, department or plant levels.
Weaknesses in compensation packages are clearly
and accurately described. Mr. Lawler offers a "Fix" by
way of the "Star Model."
Say What?
All this focus on bucks is fine, but to confuse
matters, most of the employee satisfaction surveys I've
read in the last two years indicate something other than
money as the top reason for staying or changing jobs. In
fact, most surveys I've seen routinely rank dollars below
number five.
Excuse Me….
One of the problems mentioned in the book is the
"Microsoft Problem." This phenomenon describes the
difficulties experienced by companies balancing
overcompensation (creating complacency, arrogance and
disinterest by making employees independently wealthy)
and the other extreme (paying so little, employees seek
employment elsewhere).
From at least one perspective this book is
aggravating. It seems to be directed to a group of HR
people with the authority to make changes in this area.
"Rewarding Excellence," while making valid suggestions,
only increases frustration levels because of the reader's
lack of empowerment to implement change.
Then Again…
This book is applicable to all levels of business
practice, from the small coffee shop to the corporate
business. The author outlines and presents ways to
attract, develop and retain star performers by
recognizing their excellence. Reward systems are well
understood in today's business world, but perhaps not
practiced enough. In today's business of hire and fire,
organizations have discovered the increasing difficulties
of finding and retaining talented employees. "Rewarding
Excellence" offers a multitude of solutions. If the
competitive organization desires to incorporate a reward
system as a tool for maximizing their employees, then I
highly recommend the purchase of this book.
"Rewarding Excellence"
(Jossey-Bass, 2000) by Edward E. Lawler, III. ISBN
0-7879-5074-2. 327 pages.
Reviewed by Jim Pelham, training
specialist, and Stacy Moneymaker, chief of personnel, at
the Human Resources Business Center in Fort Campbell,
Ky.
Book
Ratings:
***** = Pick it up today
**** = Overnight
it
*** = Snail mail
it
** = At a
library?
* = Never mind
August 2000 NFC
Homepage
Issue Highlight -
Homeward Bound
