Managing Reward Systems

Reward systems play an important role in driving organizational performance. This book places the process of reward management in the context of the organization's overall strategies. It presents a wide-ranging but integrated view of each aspect of reward management as a key part of a mutually supporting and coherent set of human resource management strategies and initiatives. On the grounds that the mismatch between the theory and reality of reward management is the largest of any area of human resource policy, an examination is made of the conceptual framework for reward management practices provided by research evidence. Conventional assumptions about the role of such techniques as jobe evaulation, graded pay structures and performance-related pay are challenged and alternatives are appraised in the light of current thinking and practice. New developments in the fields of pay structures, skill-based pay and flexible total reward systems are also reviewed, and the importance of non-financial as well as financial rewards is emphasized.