... (rewards) justice to be fair. Increased perception of fairness leads to increased performance and organizational effectiveness. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting...

... Purpose This paper aims to test the effectiveness of three extrinsic methods of inspiring more creativity in employees. The methods were rewards and incentives, training, and organizational learning. Design/methodology/approach To test the effectiveness of these three factors they tested...

... performance- evaluation system designed for these workers. Findings – Highlights the roles of consensus and transparency in setting and modifying evaluation criteria. Practical implications – Urges the need for a fair and open rewards and recognition system to run in parallel with reformed...

... policies and the results they are achieving. Findings The paper details the company's approach to recruitment, training, internal communications, appraisals, recognition, rewards, benefits and community involvement. Practical implications The paper reveals that the culture...

... with the company's chief people and performance officer, which covers the firm's recruitment, training, recognition, reward, empowerment and communication policies. Findings The paper highlights the company's focus on its people – who are they are and not simply what they do. Practical...

..., training and development and the ways in which employees are rewarded. Practical implications The paper reveals that Pertemps was thirty‐second in the 2012 Sunday Times list of the top 100 employers and was named a top employer by the Corporate Research Foundation (CRF...

... Purpose The purpose of this paper is to describe how a new reward and benefits scheme has helped RS Components Ltd, a UK distributor of electronics and maintenance products, to improve employee engagement and retention and attract new talent. Design/methodology/approach The paper...

..., that top performers can be encouraged to stay in their customer-facing roles if they are offered recognition for their talents and appropriate rewards that distinguish them from their peers. Originality/value – Provides a useful insight into the question of how to keep top performers in the role that suits...