Rewarding Teams: Lessons from the Trenches / Edition 1

by Glenn Parker, Jerry McAdams, David Zielinski

Overview

Using actual case studies from a variety of leading companies, Rewarding Teams provides a blueprint for building team reward programs that spur development and success. The book focuses on the three most important types of team-based rewards programs—recognition plans, project team incentives, and group incentives—offering readers detailed advice on how they can create and implement such programs themselves. Twenty-seven profiles of team reward and recognition plans from today's top companies give readers an in-depth look at how these plans work in actual practice. They also provide the basis for the set of best principles included in the final chapter.

Product Details

ISBN-13:	9780787948092
Publisher:	Wiley
Publication date:	02/25/2000
Series:	Jossey-Bass Business and Management Series
Edition description:	1 ED
Pages:	232
Product dimensions:	7.32(w) x 9.78(h) x 0.80(d)

About the Author

GLENN PARKER is a consultant who has worked with pharmaceutical companies, telecommunications organizations, manufacturers, service businesses, and health care providers to create and sustain high performing teams, effective team players, and team-based systems. He is author of the best-selling Team Players and Teamwork.
JERRY MCADAMS is the national practice leader of the rewards and recognition systems for Watson Wyatt Worldwide and the co-director of the nonprofit Consortium for Alternative Reward Strategy Research.
DAVID ZIELINSKI is a business journalist who has covered the human resources, organizational development, and business management fields for more than ten years.

Read an Excerpt

PREFACE

The bookshelves of American businesses spill over with works on how to build, train, coach, and sustain teams, and on the nature of virtual teams, self-directed teams, global teams, and dysfunctional teams. That's not surprising; the potential of efficient teamwork is boundless. But creating good teams is a vexing challenge, especially in the United States. How can you get employees in the world's most individualistic culture to sacrifice and pull together for the common good?

At the heart of this book are case studies of reward plans in companies large and small, in many industries, and of many cultures. For every Chase Manhattan or Rockwell, we have included a Markem Corp. or a nonprofit such as the Texas Guaranteed Student Loan Corporation.

WHO SHOULD READ THIS BOOK?

To put it simply: executives and managers looking to implement a strategy that has teamwork and collaboration as a central tenet; team champions, sponsors, and leaders who need to understand the critical role and implications of team rewards and recognition; human resource professionals called upon to advise teams on the options and issues associated with rewards and recognition; and compensation experts who are asked to add to their expertise and understanding to new team reward and recognition plans.

HOW THIS BOOK CAME TO BE WRITTEN

The three authors bring distinct but overlapping skill sets to this book. Glenn Parker's books and surveys on teams and teamwork are a staple in the field. Jerry McAdams has led much of the research on reward and recognition systems in North America. Dave Zielinski has covered the human resources, organizational development, and business management fields as a journalist for more than ten years.

OVERVIEW OF CONTENTS

Chapter One describes BIZCOM, a fictitious company that wants to use a team approach to address a critical business problem. It delineates the natural history of teams and includes a discussion of team and organizational development issues such as vision, sponsorship, membership, stakeholders, launches, training, coaching, management style, and organizational support.

ACKNOWLEDGMENTS

We thank Susan Williams of Jossey-Bass for her immeasurable patience, flexibility, and support. She did everything we asked-and then some-to help us complete this project. Likewise, Byron Schneider provided useful feedback and ongoing support.

Table of Contents

1. The Natural History of a Work Team
2. The Missing Link: Meaningful Team Rewards
3. Company Profiles — Recognition Plans Introduction Chase Manhattan Markam Merck & Company Operations Management International Ralston Purina Company
4. Company Profiles — Project Team Incentives Introduction Great Plains Software Community Health Care Bayer Corporation Utilicorp United Lotus Development Company
5. Company Profiles — Organizational Unit ("Group") Incentives Introduction Rockwell Automation Mid-States Technical Staffing Services Ameritech Internal Audit Services Texas Guaranteed Student Loan Corporation RR Donnelley & Sons The American Society of Composers, Authors, and Publisher (ASCAP) CARS IV Research
What We've Learned: Lessons from the Trenches
Bibliography Index

Editorial Reviews

"In today's world, where virtual, global teams are often the norm, Rewarding Teams delivers reward and recognition strategies that can make a real difference in the effective management of teams-a necessity for individuals and organization in the twenty-first century." —Tim Walker, director, Bristol-Myers Squibb, Center for Leadership Development

" 'Lessons from the Trenches' are the operative words here: the authors have spent a lot of time in companies, seeing what works and what doesn't. If you're trying to figure out how to reward you company's teams-and these days, who isn't-this is the book for you." —John Case, executive editor, Harvard Business School Publishing

"At last, a book that demonstrates how two dozen top companies use rewards to make teams work. A useful handbook for human resource and line managers alike." —Jon R. Katzenbach, senior partner, Katzenbach Partners LLC

From the Publisher