In case you missed it, here’s what happened on We Know Next this week.
Managers asked to rank five employee motivators—recognition, incentives, clear goals, progress in the work and interpersonal support—placed recognition and clear goals at the top of the list and progress in the work at the bottom, according to Teresa Amabile, Ph.D., professor of business administration and director of research at Harvard Business School.
HR professionals may be familiar with the ins and outs of wage and hour laws, but managers often are not, Gregory Hare, an attorney at Ogletree Deakins in Atlanta, told attendees at a concurrent session on Monday. Equally troubling is employees’ argument that they were unaware of an employer’s wage and hour policies. Don’t leave room for that argument—it could spell trouble in wage and hour litigation, he cautioned.
It’s not too late to train youth employed in summer jobs about workplace policies, something employers too often fail to do, according to Jay Zweig, an attorney with Bryan Cave in Phoenix. Training of youth and managers is particularly needed about sexual harassment, workplace safety and hourly restrictions.
Merit-based salary raises are by far the most frequently used incentive pay program. Unfortunately, they do a poor job of motivating performance, explained John A. Rubino, president of Pound Ridge, N.Y.-based Rubino Consulting Services, during his June 25 session on “Performance Pay Programs that Really Work,” conducted at the Society for Human Resource Management's 2012 Annual Conference and Exposition held here June 24-27.
Publicly owned, for-profit entities and companies that employ 25,000 employees or more are most likely to engage in effective practices for accommodating people with disabilities, according to a study by the Society for Human Resource Management (SHRM) in collaboration with the Cornell University ILR School Employment and Disability Institute.
And in case you missed Annual Conference, here are not just one, but two updates from the exciting four days!
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