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Aims to discuss incentive schemes within sales management circles and illustrates effects on sales staff. Believes that there is a belief among writers that the ‘carrot and stick’ method prevails within the selling/marketing fraternity, but purports to show that sales people are motivated by the anticipated satisfaction that comes with performance, rather than by performance itself, stating that self‐esteem has a direct effect on performance. States that three main areas bear on the incentive system: monetary incentives affect goal setting; lower goals allow rewards to be obtained easier so resulting in lower performance; personalized income may be increased if budgeted individuals set own goals. Proposes in summation that middle‐term sales disciplines should be quantified and assessed by means of a merit‐based appraisal scheme. Concludes that it is naive to assume that incentives motivate sales people to perform more effectively and that sales managers have the power of improved motivation in their hands.

The choice of proper incentives is a critical step in designing strategic planning systems. Incentives should integrate the behavior and action of managers with the objectives and strategies of their firms. The problem of inappropriate incentives in various types of organizations has been described by Kerr. While the literature on incentives is voluminous, the linkage between incentives and strategic planning has not been carefully explored. We propose a model that connects a firm's incentive systems with its strategic context, using incentives theory in the economics literature as basic building blocks.

ONE effect of sharing a common language with America is the imposition of a surfeit of books on matters like work study, in which our own literature is modest indeed. The almost simultaneous publication of two books with a common subject is therefore very unusual. They both deal with work measurement, one in forty‐seven chapters and the other in fifteen. Since books are not judged by a quantitative standard this is no guide to their respective merits.

This case study examines how incentive pay programs are designed and changed over time in a financial organization that has typically relied on fixed salary compensation. Once incentive programs are introduced, pay plans change frequently, and this process allows the study of assumptions embedded in various incentive theories. Economic theories tend to explain incentives from an agency perspective, which suggests that incentives satisfy elaborate contractual requirements and vary with the risk preferences and costs of managers versus employees. Power theories, by contrast, argue that the interests and resources of various firm groups determine incentive structures. For this case study, qualitative data describing a firm’s process of changing compensation were gathered from documents, personnel manuals, and interviews with company managers. The findings suggest that instead of following from complicated cost‐benefit analyses, pay plans are often implemented within short time frames and with scant performance/effectiveness information. This evidence highlights the influence of power in efforts to change compensation structures and the importance of a multidisciplinary understanding of rewards.

The purpose of this paper is to examine the framework, operation and prospects of two innovative planning tools – biobanking and biodiversity certification – to protect biodiversity in the context of urbanisation.

Using the Australian State of New South Wales, and its capital Sydney, as a focus, the paper reviews the history and performance of the two planning tools selected for examination.

Through its analysis, this paper supports the use of biobanking and biodiversity certification as tools at the disposal of planners which should be employed to augment the array of tools to manage the impacts on biodiversity of urban development. Indeed, these tools have the potential to increase the level of conserved biodiversity if used appropriately.

Biobanking and biodiversity certification are, respectively, examples of market-based and strategic-based statutory planning mechanisms that can be used to protect biodiversity in an urban development context. Creative adaption of environmental planning laws is required to ensure effective implementation of these innovative planning tools. The relevant contemporary statutory enactments that have given effect to these mechanisms are examined in this paper.

As more and more companies adopt a shareholder value analysis system to evaluate their business‐unit plans, there is a growing interest in using this approach to measure business‐unit performance and to calculate incentive bonuses for managers.

A BODY known as the Local Government Personnel and Management Services Group has been moved to issue a short paper commenting on the Bains Report issued by the Bains Committee to which the Group submitted evidence.

The topic of non-budget firms is currently of interest because of many factors including cost, morale, and functionality. Using survey findings, this study adds to that body of knowledge by exploring characteristics of firms that do not use budgets. The results from this study suggest that no-budget firms continue to plan and monitor the performance of the company through other means. Key success factors are often used to evaluate firm outcomes and to reward managers, where these factors are generally linked to the firm's strategy. The majority of the firms from this survey focus on cash flow and short-term finances as a means to plan. The primary key success factors for measuring firm performance are based on earnings and revenue. The same holds for creating links between performance and efforts as a vehicle for rewarding management. Further, whether a firm faces a stable or turbulent environment is irrelevant with respect to the choice of key success factors.

on model is developed which recognises behavioural restrictions on the hased resource schedule, the model's characteristics being sufficiently it can be applied to both service and manufacturing organisations. lude better policy decisions for planning resources to achieve higher iency. The model illustrates the close tie between policy, behavioural ative efficiency, and detailed resource scheduling.

Demonstrates that one of the most important elements required to ensure the success of any organization is to retain and motivate its employees, from the CEO down to the productionline worker. Argues that profit incentives can be a way to squeeze quality and productivity improvements from its remaining workers, while giving them greater control over their financial fates. Suggests ways to make incentive play plans work, and lists a number of types of incentive pay plans.