- Cover Page
- Title Page
- Copyright Page
- Dedication
- Contents
- Preface
- Acknowledgments
- About the Authors
- Part 1: Why You Need to Reward People Differently
- Chapter 1: Workforce Trends in the Twenty-First Century
- Rapid Pace of Technological Change
- Shifting Demographic Patterns
- Job Sharing
- Permanent Part-Time Positions at the Owner and Employee Levels
- Globalization of the Workforce
- Employers Demanding Higher Skills
- Lack of Clearly Defined and Stable Jobs
- Flattening of Organizations
- Women in Leadership Roles
- “Around-the-Clock” Economy (24/7)
- Trust
- Final Thoughts
- Chapter 2: Superior Performance Comes From Alignment
- Chapter 3: Building a Compelling Vision
- Chapter 4: Link People Performance to Strategy
- Chapter 5: Your Role as the Leader
- Chapter 6: Why You Need to Reward Different People Differently
- Chapter 1: Workforce Trends in the Twenty-First Century
- Part 2: What You Need to Reward
- Chapter 7: Make It Happen Through Performance Management
- Chapter 8: Selecting the Right Performance Measures
- Vision, Strategy, and Objectives
- The Role of Performance Measures in Driving Behavior
- Why Choose Performance Measures That Are Linked to Firm Objectives
- How to Choose Performance Measures That Are Linked to Firm Objectives
- Potential Dangers When Using Performance Measures
- Using Scorecards to Categorize and Clarify Performance Measures
- Categories of Objectives
- Final Thoughts
- Chapter 9: Overcome the Challenges in Creating a Compensation Plan
- Chapter 10: Choosing the Right Elements: Build a Compensation Plan
- Part 3: How to Reward Performance
- Chapter 11: How to Manage Performance Effectively
- Chapter 12: Owners Need to Be Evaluated Too
- Factors Determining the Owner’s Value
- Owner Evaluation
- Only Performance Is Reality
- Align Goals and Rewards to Strategic Initiatives
- Building a Culture of Accountability—“Accountability is Good, But Not for Me”
- Setting Goals
- What Support Will Owners Need?
- Start With the Firm’s Strategic Plan
- Individual Owner Performance Plan
- Final Thoughts
- Chapter 13: Even Managing Owners Need Feedback
- Chapter 14: How to Compile and Assimilate a Bonus Performance Plan
- Part 4: Where Do You Go From Here?
- Appendix: 2011–2012 Performance Management and Compensation Survey
Notice to Readers
Performance Is Everything does not represent an official position of the AICPA, and it is distributed with the understanding that the author and publisher are not rendering legal, accounting, or other professional services in the publication. If legal advice or other expert assistance is required, the services of a competent professional should be sought.
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