LEADER 03225nam 2200661Ia 450 001 9910459254803321 005 20200520144314.0 010 $a1-283-02522-1 010 $a9786613025227 010 $a0-470-89095-9 010 $a0-470-89110-6 035 $a(CKB)2560000000059654 035 $a(EBL)588952 035 $a(OCoLC)705526845 035 $a(SSID)ssj0000487675 035 $a(PQKBManifestationID)11318214 035 $a(PQKBTitleCode)TC0000487675 035 $a(PQKBWorkID)10443394 035 $a(PQKB)11230261 035 $a(MiAaPQ)EBC588952 035 $a(CaSebORM)9780470889701 035 $a(Au-PeEL)EBL588952 035 $a(CaPaEBR)ebr10449759 035 $a(CaONFJC)MIL302522 035 $a(EXLCZ)992560000000059654 100 $a20100521d2010 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aStrategic employee surveys$b[electronic resource] /$fJack W. Wiley 205 $a1st ed. 210 $aSan Francisco, CA $cJossey-Bass$dc2010 215 $a1 online resource (176 p.) 300 $aDescription based upon print version of record. 311 $a0-470-88970-5 320 $aIncludes bibliographical references and index. 327 $aStrategic Employee Surveys: Evidence-based Guidelines for Driving Organizational Success; Contents; Figures and Tables; Preface; Acknowledgments; The Author; Part One: Survey Design; Chapter 1: Introduction; Chapter 2: Employee Surveys as Warning Indicators; Chapter 3: Employee Surveys as Program Evaluation Measures; Chapter 4: Employee Surveys to Measure Employer of Choice; Chapter 5: Employee Surveys as Leading Indicators; Chapter 6: Merging Employer-of-Choice and Leading-Indicator Survey Purposes; Part Two: Survey Follow-up; Chapter 7: An Overview of Survey Feedback and Action Planning 327 $aChapter 8: Setting Goals for Improvements in Survey ResultsChapter 9: Sustaining Change; Chapter 10: Final Thoughts; References; Index 330 $aIn part one of the book, readers receive specific examples of how to measure safety, ethics, union vulnerability, work life balance, diversity, the drivers of employee retention and employee engagement, as well as examples of survey content needed to best predict business success. With each type of survey content, also provided will be the most recent normative results, helpful for placing results from any organization into the proper interpretative context. A reader of this book could literally design their own survey, and have confidence the survey would effectively measure their strategic p 606 $aEmployee attitude surveys 606 $aOrganizational effectiveness$xEvaluation 606 $aStrategic planning 608 $aElectronic books. 615 0$aEmployee attitude surveys. 615 0$aOrganizational effectiveness$xEvaluation. 615 0$aStrategic planning. 676 $a658.3/140723 676 $a658.3140723 700 $aWiley$b Jack$f1952-$0859088 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910459254803321 996 $aStrategic employee surveys$91917511 997 $aUNINA LEADER 04139nam 2200925 450 001 9910786820903321 005 20230803202255.0 010 $a0-520-95859-4 024 7 $a10.1525/9780520958593 035 $a(CKB)3710000000106197 035 $a(EBL)1682911 035 $a(SSID)ssj0001194143 035 $a(PQKBManifestationID)12448030 035 $a(PQKBTitleCode)TC0001194143 035 $a(PQKBWorkID)11150161 035 $a(PQKB)11222543 035 $a(MiAaPQ)EBC1682911 035 $a(DE-B1597)520345 035 $a(OCoLC)879026032 035 $a(DE-B1597)9780520958593 035 $a(Au-PeEL)EBL1682911 035 $a(CaPaEBR)ebr10867302 035 $a(CaONFJC)MIL602433 035 $a(EXLCZ)993710000000106197 100 $a20140528h20142014 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aIndispensable and other myths $ewhy the CEO pay experiment failed and how to fix it /$fMichael Dorff 210 1$aBerkeley, California ;$aLos Angeles, California ;$aLondon :$cUniversity of California Press,$d2014. 210 4$d©2014 215 $a1 online resource (327 p.) 300 $aIncludes index. 311 $a0-520-28101-2 327 $tFront matter --$tContents --$tAcknowledgments --$t1. Introduction --$t2. The Puzzles of CEO Compensation --$t3. The Corporate Personality Myth --$t4. Market Mythology --$t5. Incentives Mythology --$t6. Performance Pay Mythology --$t7. Causation Mythology --$t8. Predictability Mythology --$t9. Alignment Mythology --$t10. Moving Forward --$tNotes --$tIndex 330 $aProdded by economists in the 1970's, corporate directors began adding stock options and bonuses to the already-generous salaries of CEO's with hopes of boosting their companies' fortunes. Guided by largely unproven assumptions, this trend continues today. So what are companies getting in return for all the extra money? Not much, according to the empirical data. In Indispensable and Other Myths: Why the CEO Pay Experiment Failed and How to Fix It, Michael Dorff explores the consequences of this development. He shows how performance pay has not demonstrably improved corporate performance and offers studies showing that performance pay cannot improve performance on the kind of tasks companies ask of their CEO's. Moreover, CEO's of large established companies do not typically have much impact on their companies' results. In this eye-opening exposé, Dorff argues that companies should give up on the decades-long experiment to mold compensation into a corporate governance tool and maps out a rationale for returning to the era of guaranteed salaries. 606 $aChief executive officers$xSalaries, etc 606 $aExecutives$xSalaries, etc$zUnited States 606 $aCompensation management$zUnited States 610 $aamerican business. 610 $aamerican economy. 610 $abehavioral theory. 610 $abig business. 610 $aboard members. 610 $abosses. 610 $abusiness. 610 $acapitalism. 610 $aceos. 610 $achief executive officer. 610 $acompensation. 610 $acorporate culture. 610 $acorporate directors. 610 $acorporate governance tools. 610 $acorporate performance. 610 $acorporations. 610 $aeconomists. 610 $aeconomy. 610 $aera of guaranteed salaries. 610 $aexecutive pay. 610 $ahuman resource professionals. 610 $alarge salaries. 610 $aleadership. 610 $amotivation. 610 $aperformance pay. 610 $aproject management. 610 $astock options. 615 0$aChief executive officers$xSalaries, etc. 615 0$aExecutives$xSalaries, etc. 615 0$aCompensation management 676 $a658.4/072 700 $aDorff$b Michael$f1970-$01509435 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910786820903321 996 $aIndispensable and other myths$93741333 997 $aUNINA