nd valued incentives (Laabs, 1998). Targeted rewards monetary and otherwise) are now being employed more commonly to initiate and sustain motivation; rewards are being linked to specific performance measures reflecting the firm's vision, mission, values and goals. Lifelong learning opportunities - internally within the firm and via colleges and universities, company-funded workshops and seminars, other development programs -are being used by HR to simultaneously enhance job satisfaction, reduce costs, and link incentives and rewards to actual company needs and concerns. HR plays a critical role in this area by identifying employee needs and linking those needs, the company's own concerns, and cost-effective and carefully targeted learning opportunities. Tuition reimbursement is but one way that HR is accomplishing its across-the-board mission of facilitating the development of a technologically competent, motivated workforce. Capowski (1998) has commented that many HR professionals are using such mechanisms as skill-based pay (a direct artifa
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