Sentence examples for rewarding performance of from inspiring English sources

Still, this was a sensitive and rewarding performance of Mozart's most ambitious choral work, which he never completed.

Imbalances between the singers and orchestra, and a sound system that sometimes produced obscuring echoes, were the only problems with the rewarding performance of "Show Boat," the landmark 1927 musical by Jerome Kern and Oscar Hammerstein II, presented Tuesday night in a concert adaptation by the Pulitzer-winning playwright Doug Wright as a benefit for Carnegie Hall.

With "pay for performance" schemes there is a risk that rewarding performance of certain clinical activities will divert attention from other, unrewarded activities.

Director of the High Pay Centre Deborah Hargreaves told BBC News that the schemes were not an efficient method of of rewarding performance and companies were "not getting what you pay for".

The most rewarding performance was that of the Brazilian heavy-metal band Sepultura with Les Tambours du Bronx, a French percussion group.

3) "We Just Can't Handle Diversity" by Lisa Burrell, suggests that the concept of "merit" as a way of rewarding performance is fundamentally flawed, and describes a number of mistakes that are made during candidate selection as a result of biases.

But gongs shouldn't be used as a way of rewarding performance in the civil service.

Managers should be wary of rewarding performance against budget in a new business or where an acquisition in a new area of activity has been made.

Nowadays directors, in the guise of rewarding performance, blithely bestow vast fortunes on bosses who destroy shareholder value, as well as on those who create it.

Whilst this may be addressed by giving greater recognition to the importance of teaching health professionals about effective methods of health promotion, greater recognition of the value of these efforts might also be given within the Quality and Outcomes Framework, rewarding performance in this area of clinical care.

They have focused on three commonly accepted management techniques setting targets, rewarding performance and measuring results—and studied the performance of more than 10,000 organisations in 20 countries in the light of how well they implement these techniques.