Let’s face it. Anyone reading this article thinks that information about how to reward highly-regarded employees applies to them. And we all have ideas about what these rewards should be (more money, bigger title, bigger office, etc.) But short of giving out stock options that will be worth $500 zillion in six months, how can managers provide meaningful incentives, and rewards, for star performers? Wharton management professor Anne Cummings makes some suggestions.
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