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  • BUS208: Principles of Management
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    Course Introduction
    Course Syllabus
    Course Textbooks
    Unit 1: What Is Management?
    1.1.1: Introduction and Doing Good as a Core Business Strategy
    Introduction to Principles of Management
    1.1.2: Who Are Managers?
    Who Are Managers?
    1.1.3: Leadership, Entrepreneurship, and Strategy: A Manager's Guide
    Leadership, Entrepreneurship, and Strategy
    1.1.4: Planning, Organizing, Leading, and Controlling: The P-O-L-C Framework
    Planning, Organizing, Leading, and Controlling
    1.1.5: Economic, Social, and Environmental Performance for Managers
    Economic, Social, and Environmental Performance
    1.1.6: Understanding the Performance of Individuals and Groups
    Performance of Individuals and Groups
    1.1.7: Your Principles of Management Survivor's Guide
    Your Principles of Management Survivor's Guide
    What's Your Learning Style?
    1.1.8: Management Principles throughout the Ages
    History of Management
    1.1.9: A Final Thought: An Alternative Perspective on What Management Is
    What Is Management?
    1.2.1: An Introduction to What Managers Do: The Four Functions
    What Do Managers Do?
    1.2.2: What Is the Management Planning Function?
    Planning
    1.2.3: How to Organize People, Equipment, and Money
    Organizing
    1.2.4: Managers Have To Possess Great Directing Skills
    Directing
    What Is the Difference between Management and Leadership?
    1.2.5: Effectively Controlling the Environment Is a Management Essential
    Controlling
    1.2.6: Managers Need a Variety of Skills to Be Successful
    Managerial Skills
    Management Skills and Styles Assessment
    1.2.7: The Role of Tomorrow's Leaders
    The Role of Tomorrow's Leaders
    1.2.8: Developing Influencing Skills
    Influencing Skills
    The Influencing Skills of President Obama
    1.3: The Personal Side of Management
    Personality, Attitudes, and Work Behaviors
    1.3.1: Identifying Your Personality and Values
    Personality and Values
    1.3.2: Behavior = Values + Perception
    Perception
    1.3.3: Workplace Attitudes and Job Satisfaction
    Work Attitudes
    1.3.4: KSAO (Knowledge, Skills, Abilities, Other Characteristics) vs. Fit
    The Interactionist Perspective: The Role of Fit
    1.3.5: Influencing Workplace Behaviors
    Work Behaviors
    1.3.6: Developing Your Positive Attitude Skills
    Developing Your Positive Attitude Skills
    1.3.7: Workplace Personality Tests
    The Big Five Personality Test
    Discussion: The Big Five Personality Test
    Unit 1 Assessment
    Unit 1 Assessment
    Unit 2: Historical Development and Globalization
    2.1.1: The P-O-L-C Framework
    History, Globalization, and Values-Based Leadership
    2.1.2: Understanding Early Management Principles
    A Timeline of Management and Leadership
    Ancient History: Management Through the 1990s
    2.1.3: The Role of Social Networking in the 21st Century
    Contemporary Principles of Management
    Social Networking and the Workplace
    Discussion: Social Networking and the Workplace
    2.2: Historical and Contemporary Theories of Management
    Historical and Contemporary Theories of Management
    Frederick Winslow Taylor: The Father of Modern Management
    Tribal Leadership
    Discussion: Theories of Management
    2.3: Scientific Management Theory
    Scientific Management Theory and the Ford Motor Company
    2.4: A Modern Look at Management
    Mintzberg and Managing
    Managing: Pure, If Not Simple
    2.5.1: Business Is Going Global, and Management Has To Change
    Business in a Global Environment
    2.5.2: Getting Involved in International Business
    Opportunities in International Business
    2.5.3: The Environment of Global Business: Cultural, Economic, and Legal
    The Global Business Environment
    2.5.4: Managing and Controlling Global Business
    Trade Controls
    2.5.5: Managing through Trade Barriers
    Reducing International Trade Barriers
    2.5.6: Global Enterprise Management
    Global Enterprise Management
    Globalization and the Coca-Cola Company
    2.5.7: Global Management on a Local Level
    Managing Local Practices in Global Contexts
    Unit 2 Assessment
    Unit 2 Assessment
    Unit 3: Organizational Culture, Diversity, and Ethics
    3.1.1: Work Culture Case Studies
    Yahoo! Home Work Edict Is All About Rebooting Its Notorious Company Culture
    Organizational Culture
    3.1.2: Why Managers Need to Understand Organizational Culture
    Understanding Organizational Culture
    3.1.3: How Managers Can Measure and Identify Organizational Culture
    Measuring Organizational Culture
    Guide to Communication and Corporate Culture
    3.1.4: How Managers Form and Maintain Organizational Cultures
    Creating and Maintaining Organizational Culture
    Shifting Corporate Culture
    3.1.5: Managers Have To Be Aware of Organizational Cultural Changes
    Creating Culture Change
    3.1.6: Check Yourself: Do I Fit In?
    Developing Your Personal Skills: Learning to Fit In
    3.1.7: Building Organizational Culture in a New Business Venture
    Company Culture
    Discussion: Company Culture
    3.2: Diversity
    Skills for Change – Diversity at Work
    3.2.1: Managing a Diverse Workforce
    Managing Demographic and Cultural Diversity
    Doing Good as a Core Business Strategy: The Case of Goodwill Industries
    The Value of Ethnic Diversity in the Teaching Profession: A New Zealand Case Study
    Demographic Diversity
    Cultural Diversity and the Role of Ethics and National Culture
    Managing Diversity for Success: The Case of IBM
    3.2.2: Generational Diversity
    Generational Diversity
    Discussion: Generational Diversity
    3.3.1: Defining Business Ethics
    Business Ethics and Social Responsibility
    3.3.2: An Individual Approach to Ethics for Managers
    The Individual Approach to Ethics
    3.3.3: Identifying Ethical Issues
    Identifying Ethical Issues
    Business Ethics
    Top 12 Business Ethics Issues
    3.3.4: Understanding Corporate Social Responsibility
    Corporate Social Responsibility
    3.3.5: What Is Environmentalism?
    Environmentalism
    3.3.6: Responsibilities to Stakeholders
    Stages of Corporate Responsibility
    Stakeholders and Corporate Social Responsibility
    3.3.7: Making CSR Work for All Stakeholders
    Business Case for Corporate Social Responsibility
    3.3.8: Ethical Issues and Considerations
    The Organizational Approach to Ethics
    Values-Based Leadership
    Ethics in Corporate Life
    Ethics and Business Success
    War Against Corruption
    Business and Human Rights
    Unit 3 Assessment
    Unit 3 Assessment
    Unit 4: Leadership and Teams
    4.1.1: Management vs. Leadership
    Everyday Leadership
    How Great Leaders Inspire Action
    The Four Capabilities of Leadership
    4.1.2: Leaders and Leadership
    Leaders Must Drive Change
    4.1.3: Common Failures in Leadership
    The Most Common Failures in Leadership
    4.1.4: Management's Power and Influence
    Focus on Power: The Case of Steve Jobs
    The Basics of Power
    The Power to Influence
    Organizational Politics
    Understanding Social Networks
    The Role of Ethics and National Culture
    Conclusion and Exercises
    4.2.1: Case Study: General Electric Allows Teamwork to Take Flight
    Managing Groups and Teams
    4.2.2: Managing Group Dynamics
    Group Dynamics
    Working in Groups and Teams
    4.2.3: Identifying the Characteristics of a Team
    Understanding Team Design Characteristics
    Defining Teams and Teamwork
    4.2.4: How Do Managers Organize Effective Teams?
    Organizing Effective Teams
    4.2.5: Managing the Barriers to Effective Teams
    Barriers to Effective Teams
    4.2.6: The Areas of Team Development
    What Are the Areas of Team Development?
    4.3.1: Leading a Diverse Team
    Leading Diverse Teams
    4.3.2: Major Pointers for Building Teams
    Team-Building
    4.3.3: Controlling Your Inner Circle
    Who Should You Surround Yourself With?
    4.3.4: Team-building
    Building a Winning Team
    Discussion: Building a Winning Team
    4.3.5: Managing Team Conflict
    Constructive Conflict Management
    4.3.6: All Managers Delegate
    Effective Delegation
    Unit 4 Assessment
    Unit 4 Assessment
    Unit 5: Managing Employees: Motivation, Empowerment, and Conflict Resolution
    5.1: Motivation
    The Puzzle of Motivation
    5.1.1: Case Study: Zappos Creates a Motivating Place to Work
    Motivating Employees
    Delivering Happiness
    Discussion: Delivering Happiness
    5.1.2: Need-Based Theories of Motivation in Management
    Need-Based Theories of Motivation
    5.1.3: Process-Based Theories of Motivation in Management
    Process-Based Theories
    5.1.4: How to Develop Your Personal Motivation Skill Set
    Developing Your Personal Motivation Skills
    5.2: Empowerment
    Empowerment
    The Benefits of Empowering Employees
    5.3.1: Case Study: PointCast
    Negotiation Failure: The Case of the PointCast
    5.3.2: Management's Conflict Essentials
    Understanding Conflict
    5.3.3: Identifying the Causes and Outcomes Associated with Conflict
    Causes and Outcomes of Conflict
    5.3.4: Implementing Conflict Management
    Conflict Management
    5.3.5: Management Must Understand Negotiations
    Negotiations
    5.3.6: Conflict Resolution
    Four Ways to Deal with Conflict at Work
    Steps To Resolve Workplace Conflict
    Meaningful Conflict in the Workplace
    5.3.7: Bringing It All Together
    The Personal Side of Management
    Unit 5 Assessment
    Unit 5 Assessment
    Unit 6: Human Resource Management
    6.1.1: Where Are the Right People? 
    Hire the Right People
    Recruitment Strategies
    Pre-Selection Strategies
    Strategies for Interviews and Post-Selection
    6.1.2: Recruiting and Keeping Quality Employees
    Recruiting, Motivating, and Keeping Quality Employees
    Developing Employees
    Discussion: Developing Employees
    Motivating Employees
    What Makes a Great Place to Work?
    Performance Appraisal
    Labor Unions
    Recruitment and Selection
    6.1.3: Not All Interviews Are Equal
    Interviewing at Google
    6.2.1: Case Study: Kronos Uses Science to Find the Ideal Employee
    Strategic Human Resource Management
    6.2.2: Changing the Role of Human Resources
    The Changing Role of Strategic Human Resource Management in Principles of Management
    6.2.3: Talent Management
    The War for Talent
    6.2.4: Developing Effective Selection and Placement Strategies
    Effective Selection and Placement Strategies
    6.2.5: How Management Uses Pay Structure and Pay for Performance
    The Roles of Pay Structure and Pay for Performance
    6.2.6: How Management Works To Develop a High-Performance Work System
    Designing a High-Performance Work System
    6.2.7: Tying It All Together
    Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
    6.2.8: Being Strategic within an Organization
    Be Strategic with Your Workforce
    6.2.9: Managers Should Understand Personnel Planning
    Talent Hunt: Getting the People You Need When You Need Them
    Unit 6 Assessment
    Unit 6 Assessment
    Unit 7: Planning and Strategy Formulation
    7.1.1: Case Study: Transforming the Textbook Industry
    Strategizing
    7.1.2: Management Strategy Frameworks
    Strategic Management in the P-O-L-C Framework
    An Overview of Strategic Planning or "VMOSA"
    PESTLE and SWOT Analyses
    Resource-Based View
    The Knowledge-Based View of Strategy Formulation
    7.1.3: Intended and Realized Strategies of Managers
    How Do Strategies Emerge?
    7.1.4: Managers Have To Make Choices
    Strategy as Trade-Offs, Discipline, and Focus
    What Trade-Offs Are You Building into Your Strategy?
    Porter's Competitive Strategies
    7.2.1: Case Study: Nucor Aligns Company Goals with Employee Goal
    Goals and Objectives
    7.2.2: How Should Managers Define Goals and Objectives?
    The Nature of Goals and Objectives
    Creating Objectives
    7.2.3: Managers Must Understand the Measurement of Goals and Objectives
    From Management by Objectives to the Balanced Scorecard
    7.2.4: How To Identify Successful Goals and Objectives
    Characteristics of Effective Goals and Objectives
    7.2.5: Managers Use Goals and Objectives for Employee Performance Evaluations
    Using Goals and Objectives in Employee Performance Evaluation
    7.2.6: Connecting Goals and Objectives with Corporate Social Responsibility
    Integrating Goals and Objectives with Corporate Social Responsibility
    7.2.7: Defining Your Own Goals and Objectives Makes You a Better Manager
    Your Personal Balanced Scorecard
    7.2.8: An Overview of Goal-Setting Strategies
    Setting and Achieving Powerful Goals
    Discussion: Setting and Achieving Powerful Goals
    7.3.1: The Components of a Business Strategy
    The Five Components of a Business Strategy
    Strategy Formulation
    7.3.2: Strategy Is Essential for Management Success
    Developing Strategy Through Internal Analysis
    Developing Strategy Through External Analysis
    Formulating Organizational and Personal Strategy With the Strategy Diamond
    Developing Successful Strategies: Planning To Win
    7.3.3: Discussing the Five Competitive Forces of Strategy
    The Five Competitive Forces that Shape Strategy
    Unit 7 Assessment
    Unit 7 Assessment
    Unit 8: Decision-Making
    8.1.1: Case Study: B. Ebbers Creates Biased Decision-Making at WorldCom
    Decision-Making
    8.1.2: The Foundation of Management Decision-Making
    Understanding Decision-Making
    8.1.3: Decision-Making and Management Challenges
    Faulty Decision-Making
    8.1.4: Groupthink in the Decision-Making Process
    Decision-Making in Groups
    8.1.5: Developing Your Own Management Decision-Making Skills
    Developing Your Personal Decision-Making Skills
    8.1.6: Framing a Decision
    Framing a Decision
    8.2.1: The Decision-Making Process
    Making Great Decisions
    Discussion: Making Great Decisions
    8.2.2: Decision-Making Techniques
    How To Make Better Decisions
    8.2.3: The Challenges of Decision-Making
    The Art of Choosing
    8.2.4: Decision-Making
    Decision-Making
    8.2.5: Complex Decision-Making
    The Emergent Genius of Ant Colonies
    Unit 8 Assessment
    Unit 8 Assessment
    Unit 9: Organization Structure, Change, and the Future of Management
    9.1.1: Case Study: Toyota Struggles with Organizational Structure
    Organizational Structure and Change
    9.1.2: Coordinating Individuals Is a Big Part of Organizational Structure
    Organizational Structure
    9.1.3: Contemporary Organizational Structures: Responding to Business Trends
    Contemporary Forms of Organizational Structures
    Leading Change: Herding Cats Would Be Easier
    9.2.1: Change Management and Resistance to Change
    Organizational Change
    9.2.2: Plan for Change or Expect to Fail – Changing Effectively
    Planning and Executing Change Effectively
    9.3.1: The Future of Management
    The Future of Management
    Discussion: The Future of Management
    Management in the Future: The Same as the Past?
    9.3.2: The Future of Work
    The Future of Work
    Unit 9 Assessment
    Unit 9 Assessment
    Study Guide
    BUS208 Study Guide
    Course Feedback Survey
    Course Feedback Survey
    Certificate Final Exam
    BUS208: Certificate Final Exam
    Saylor Direct Credit
    Archived Materials
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  1. BUS208: Principles of Management
  2. Unit 6: Human Resource Management
  3. 6.2: Strategic Human Resource Management (HRM)
  4. 6.2.5: How Management Uses Pay Structure and Pay for Performance
  5. The Roles of Pay Structure and Pay for Performance

The Roles of Pay Structure and Pay for Performance

Completion requirements

Read this section, which discusses the elements of a pay system from both an individual and a company perspective. How and at what level a manager sets pay for an employee is a critical component in creating incentives and communicating expectations for that employee's performance.

Click on The Roles of Pay Structure and Pay for Performance to open the resource.
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Saylor Academy © 2010-2025 except as otherwise noted. Excluding course final exams, content authored by Saylor Academy is available under a Creative Commons Attribution 3.0 Unported license. Third-party materials are the copyright of their respective owners and shared under various licenses. See detailed licensing information. Saylor Academy®, Saylor.org®, and Harnessing Technology to Make Education Free® are trade names of the Constitution Foundation, a 501(c)(3) organization through which our educational activities are conducted.