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Volume of productivity). His research shows that employees do what they get rewarded for doing, not what management says is being rewarded. Not only do some managers fail to reward the behavior they say they want, but they try to keep employees from speaking about the wages they do receive. It is clear, however, that trying to keep wages and salaries a secret is silly since the information always leaks. Managers try to do this especially when newly hired people to a job are paid higher wages than experienced persons due to such factors as labor shortages.
Fay Rutgers University Hubert S. Feild Auburn University Laurence S. Fink George Mason University Anne Fuehrer Miami University Dee Gaeddert National Information Systems, Inc. Sidney Gael NYNEX Corporation Robert Gatewood University of Georgia Stephen G. Glasscock Vanderbilt University Medical Center Education Corporation of America Donald L. Grant University of Georgia Page x Janet L. Greenberg Baruch College Sarah Gunnarson University of Maryland Rochelle V. Habeck Michigan State University Curtiss P.
In this way, for example, applied psychologists have shown how useful appropriately developed selection and training programs can be (they save organizations huge sums of money through improved productivity and lowered turnover, for example). What is important about this handbook, then, is that principles and procedures that are appropriate, that work, are emphasized so that managers and consultants seeking potential solutions can know what to try and what to avoid. It is easy to get carried away with the amount of important information in this book.