07/10/2026
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Home
Magazine Articles
Current Topic
Subscribe
Past Issues
Articles
Talent Management
Leadership
Performance Management
Strategic HR
Employment Matters
INNOVATIVE HR
Rebooting HR In Crisis
Employee Engagement
Industrial Relations
Human Resources Management
Learning & Development
Women Power
Labour Law
Coaching for the Future
Empathy at Workplace
Culture of Excellence
Contract Labour
Artificial Intelligence
Employee Relations
Employment Matters
COVID-19
Gig Work & Worker
Employee Mental Wellness
HR Focus
HR LANDSCAPE 2021
HR 360° Best Once of Covid Time
HR Leadership 2021 & Beyond
HR Trends
Industrial Relations Covid & Beyond
HUMANIZING the TECH
HR- Back to People!
Interview
LABOUR RELATIONS
Leading Out of Crisis
Leader
Performance Management
Performance Management- Post Covid
Re-Positioning Learning & Development
Organisation Development
Self Management
Rebooting HR In Crisis
Recalibrating HR Post Covid
New Labour Codes 2020
SUCCESS
Strategic HR
The Middle Riddle
Talent Management
Talent
Skilling
Work-Life Balance
Work from Home
Workforce
INNOVATIVE HR
Sexual Harassment
Rewards/Recognition
Diversity & Inclusion
About Us
Contact Us
Book Shop
SPECIAL e-EDITION : Free Download
Labour Law Service
···
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Transfer-A tool to Stablise or Victimise?
Set clear goals and expectations with regular feedback and coaching
Managers need to move beyond just measuring employees’ outcomes
Time to make performance development a sustained, continual process
Make the process easier and more contemporary
Make sure that employees understand the link between rewards and the organisation’s performance
Organisations need to look at rewards more holistically
Align reward system with individual satisfaction and organisational effectiveness
Define the organisation’s pay philosophy
Bring more flexibility, transparency and customization at employee level
Employee reward strategy has to be unique and flexible
Holding the core values through change with continuity
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