A Midwest USA design, manufacturing, and assembly company with annual sales exceeding $200 million, anticipated a downturn and decided to develop a culture that supported a balance of performance and behaviour. The performance element linked the executives' financial needs to those of the company. The behaviour element created a sense of partnership and forged relationships needed for the organisation to perform well under stress. To lead the change it designed a compensation strategy which incl...

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9.5.4 Develop & manage base & variable compensation

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