Remuneration, benefits & recognition | Page 44 (509 items)

Encouraging employees to work together, yet basing rewards on individual performance, can compromise their ability to work as a team, according to research conducted by Melbourne Business School professor Karen Jehn.

When employees' pay is reviewed, line managers tend to take credit for favourable decisions but "blame HR" for the not-so-good ones, says Hewitt Associates senior remuneration consultant Jean Hanna.

A lump-sum bonus is more likely to prompt a disengaged worker to resign than to perform, says Retention Partners director Lisa Halloran.

Organisations in the process of updating employment contracts need to be aware of six potential traps that could land them in legal trouble, say Kemp Strang employment lawyers.

Public companies will be required to set targets for and report on the proportion of women employed on their boards, in senior management positions and throughout the whole organisation, under proposed changes to corporate governance rules.

Using incentives to motivate employees and boost their productivity is outmoded, according to author Dan Pink, who says it's time to employ three new motivators: autonomy, mastery and purpose.

Managers should acknowledge the work put in by their employees on a daily basis, says RedBalloon for Corporate account director James Wright.

Almost nine in ten employers in Australia and New Zealand have established flexible work practices, but many admit their employees are unaware of the benefits - and less than half are using them to attract new candidates, a Rubicor survey has found.

Executives say that they value work/life balance over any other employment factor, but the single biggest reason why they will change jobs is for more money, according to new research.

Every employee has an idea on how to make their job easier, better, faster or safer, says Ben Whitehouse, managing director of Suggestion Box.