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PEOPLE MANAGEMENT PRACTICES: Displays to Accompany Survey Findings July, 2000 - page 25 / 31

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© 2001 Readership Institute

Emerging Theme #5: Newspapers are more effective at and inclined to manage “vertically” versus “horizontally”

On average, our employees exhibit a high level of attendance on the job

Employees possess a clear understanding of the limits within which they are permitted to act

Achieving high levels of customer satisfaction is a high priority with my superior

Employees possess a clear sense of how they personally contribute to meeting customer needs

Employees are energized by the newspaper's culture and work environment

Our managers spend unusually large amounts of time coaching and developing their subordinates

Employees receive appropriate recognition and rewards for their contributions

Driver

“Top Strengths”

“Greatest Weaknesses”

Compensation

Employee Retention

Performance is the key determinant in establishing variable compensation (i.e., incentive) levels

Our newspaper effectively recognizes (formally and informally) performance that supports our goal

Change in overall job accountabilities is a key determinant in reviewing fixed (i.e., base salary) levels

Our newspaper's compensation programs enable us to attract and retain required talent

Change in external market pay levels is a key determinant in reviewing fixed ( base salary) levels

Our compensation programs support the philosophy of providing superior rewards for superior performance

Share-based compensation (e.g., employee share ownership plans, profit-sharing) for employees is a means of providing a single shared objective that binds together the various entities across our newspaper

Employee share ownership is encouraged in our newspaper through our compensation plans

© 2001 Readership Institute

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