by Linda Galindo
Pay for performance—the practice of compensating your most productive employees more than the rest in an effort to reward and retain them—has become standard business practice.
But rewarding your company’s star employees with the heftiest pay raises might not be enough to keep them from looking to jump ship.
No amount of pay can adequately compensate an employee who resents a manager for expecting him or her to take up the slack of associates who do the bare minimum. Too many managers lean on their most-valuable players to redo the substandard work of their peers.
But pushing the work of underperformers onto their highly productive co-workers—even if you pay them more—is a risky practice.
Bosses take up the slack
Some managers even take on that extra work themselves. They figure it will be easier to salvage the assignment on their own than to require an underperformer to do it over and do it right.
But th...(register to read more)