Cover -- Title -- Copyright -- Contents -- Acknowledgements -- Introduction: Dealing with human beings -- Incentives versus recognition -- Does recognition really work? -- The balanced scorecard -- Bribery and corruption -- The non-cash improvement dividend -- Mazda Motor of America Inc -- Some definitions -- Where to start? -- Brand consistency -- Performance improvement model -- 1 Why 'benefits' do not deliver performance improvement -- Tax treatment of benefits and perks -- The Motivation to Work by Frederick Herzberg (1959) -- Only 'motivators' improve work performance -- Does Herzberg's theory suggest more use of incentives? -- Cash or non-cash? -- Are there any other motivational theories to consider? -- Benefits and perks are not the answer -- 2 Recognition and reward theory -- What drives employees to perform better? -- Experimental timeline -- The rise of teamwork and affiliation -- Basic physiological human needs -- Murray's basic human needs -- Maslow's hierarchy of needs -- Victor Vroom and job satisfaction -- Herzberg: two-factor theory -- Goal setting and the quest for higher performance -- Cottrell and teamwork -- Goals and goal setting -- Flow and job satisfaction -- Performance and HR -- Principles of human motivation -- Principles of corporate motivation -- Key concepts in human motivation theory -- 3 Motivation in practice -- Most programmes are sales-related -- Other automotive incentive hybrids -- BMW Series 10 incentive -- American Honda Motor Company and Fiat Auto, Europe -- IT and all things electrical -- IBM Circle of Excellence -- Lucent Technologies: 'It's All About ME' -- Sony Imaging -- AEG: 'Off to the Orient' -- Gaggenau: kitchen appliances -- Some characteristics of sales incentives -- Recognition programmes -- Scotiabank -- Delta Airlines: consolidating programmes under one banner.

MGM: tracking better worker productivity -- LV: engaging with your people -- Do reward and recognition programmes work? -- 4 The performance improvement programme model -- The performance improvement model -- Research -- Skills -- Communication -- Incentive/reward -- Not all the elements are equal -- Delivering the performance improvement model -- Is performance improvement an HR or a marketing task? -- What type of programmes could the PIP model be used for? -- Getting started: the human audit -- 5 Know your people: The human audit -- Context is everything -- Company and sector performance -- Personnel inventory -- Research principles for employee surveys -- Researching sales and distribution attitudes -- Human audit in practice: Hotpoint/Creda white goods -- Qualitative research -- Quantitative research -- Pilot test -- Interpreting the human audit -- 6 Skills and learning for performance improvement -- How do people learn specific skills? -- Bloom's three domains of learning -- Bloom's Taxonomy of Educational Objectives (1956) -- Workplace learning -- Learning styles: David Kolb -- Learning and practical performance improvement -- Financial services learning example: attitude and cognitive -- Agricultural representatives: psychomotive and cognitive -- Evaluating the impact of learning -- The performance improvement programme dividend -- 7 Communicating reward and recognition -- Communicating incentives -- Getting top-level buy-in -- Negotiating with stakeholders -- End user communication -- Communicating recognition -- What's in it for me? -- Strategic points about programme rules -- The media of programme communication -- Portals -- 8 Rewards -- Does more money produce higher performance? -- Performance-related pay -- Money versus massage -- Self-fulfilling prophecy -- Mazda Motor Corporation -- Trophy value -- Rewards preferences.

Types of non-monetary reward -- Incentive or group travel -- Gift cards -- Discount or spend-to-get cards -- Merchandise and tangibles -- Social gifting and charitable donations -- Sporting and entertainment tickets -- Tailored events as rewards -- Balancing rewards -- 9 Recognition -- Formal recognition programmes -- Peer-to-peer recognition schemes -- How do they work? -- Deciding on values -- Ideas and suggestion schemes -- ROI for ideas schemes -- Reward strategy for recognition programmes -- Long-service awards -- Periodic recognition for long service -- How to deal with long-service awards -- Retirement gifts -- 10 Structuring reward and recognition programmes -- Setting sales goals -- Setting non-sales goals -- Using research to structure the programme -- Using skills in the structure -- Communication elements within the structure -- Reward elements within the structure -- Constructing the rules -- Problem 1: unequal chances to win -- Problem 2: fixed winners or reach the target? -- Problem 3: aiming for personal targets -- Problem 4: setting more challenging targets -- Problem 5: modest budget, large number of participants -- Problem 6: all or nothing -- Problem 7: lack of uptake -- Programme length -- Structures change with the market -- 11 Setting the budget -- Incremental profit for sales incentives -- Self-funding example -- Incremental profit for employee programmes -- Budget headings -- Fixed costs -- Variable costs based on participants -- Setting an appropriate reward level -- Sales rewards -- Employee rewards -- Budgeting for variable rewards -- Procurement and contracting -- Dealing with and through procurement -- Terms and conditions -- Fees -- Expenses -- Sponsor amendments -- Terms of payment -- Purchase tax -- Service levels -- Cancellation or suspension -- Copyright -- Legality (of promotion) -- Non-assignment.

Confidentiality -- Legal jurisdiction -- Dispute resolution -- Exchange rates -- Choosing an appropriate supplier -- Budgeting strategy -- 12 International aspects -- Multi-country programmes -- Language issues -- Concept transfer -- Destination choices for overseas travel events -- Culture -- Logistics -- Do global programmes work? -- 13 Troubleshooting reward and recognition -- Launching your programme -- Dealing with rewards -- Hybrid reward and recognition systems -- Abuse of corporate programmes and errors -- Scheme transfer to a new supplier -- The participant is always right -- 14 The future of reward and recognition -- Peer-to-peer, not top-down -- Participant research -- Skills development -- Communication -- Rewards -- Time for rewards to go? -- References -- Further Reading -- Index.