Armstrong's handbook of reward management practice : an evidence-based guide to improving performance through reward /

"This updated fifth edition of Armstrong's Handbook of Reward Management Practice contains new information on computerized reward management and new case studies. Additionally, Armstrong revised the chapters on pay evaluation, pay structures, merit pay, and executive pay to include new information. The online resources include questions, a glossary and bibliography, teaching notes, and PowerPoint slides for professors"--"Armstrong's Handbook of Reward Management Practice is the definitive guide to understanding, developing and implementing effective reward. It is closely aligned to the CIPD's standard in reward management and is supported by online resources for both lecturers and students. Updated to reflect the practical implications of the most recent research and discussion on reward management, this new fifth edition includes a new chapter on computerized reward management, completely updated chapters on job evaluation, pay structures, merit pay and executive pay, and new case studies. As with all of Armstrong's texts, this truly bridges the gap between academic and practitioner and is, therefore ideally suited to anyone studying for a professional qualification in HR, of which Reward is often a core part, in particular the CIPD's intermediate and advanced level qualifications. The online resources which accompany the book include questions, a glossary, bibliography and case studies for students, and notes and PowerPoint slides for lecturers"--Includes bibliographical references and index."This updated fifth edition of Armstrong's Handbook of Reward Management Practice contains new information on computerized reward management and new case studies. Additionally, Armstrong revised the chapters on pay evaluation, pay structures, merit pay, and executive pay to include new information. The online resources include questions, a glossary and bibliography, teaching notes, and PowerPoint slides for professors"--"Armstrong's Handbook of Reward Management Practice is the definitive guide to understanding, developing and implementing effective reward. It is closely aligned to the CIPD's standard in reward management and is supported by online resources for both lecturers and students. Updated to reflect the practical implications of the most recent research and discussion on reward management, this new fifth edition includes a new chapter on computerized reward management, completely updated chapters on job evaluation, pay structures, merit pay and executive pay, and new case studies. As with all of Armstrong's texts, this truly bridges the gap between academic and practitioner and is, therefore ideally suited to anyone studying for a professional qualification in HR, of which Reward is often a core part, in particular the CIPD's intermediate and advanced level qualifications. The online resources which accompany the book include questions, a glossary, bibliography and case studies for students, and notes and PowerPoint slides for lecturers"--Machine generated contents note: IntroductionPart One An overview of reward management01 Fundamentals of reward management -- Reward management defined -- Aims of reward management -- Reward philosophy -- Guiding principles -- Reference02 Reward systems -- Reward systems defined -- Description of the main elements of a formal reward system -- Reward systems in action -- Developing formal reward systems -- The development and implementation programme -- Six tips on developing reward systems -- References03 Strategic reward -- Introduction -- Strategic reward -- Reward strategy -- Case studies -- References04 Reward policies -- Reward policies defined -- Reward policy areas -- Reference05 Factors affecting reward -- Introduction -- Internal context -- External context -- Factors affecting levels of pay -- Pay determination within organizations -- References06 Motivation and reward -- Introduction -- The process of motivation -- Types of motivation -- Instrumentality theory --^Reinforcement theory -- Content (needs) theory -- Process theory -- How motivation theories affect reward management -- References07 Engagement and reward -- Introduction -- Engagement defined -- Why engagement is important -- Developing engagement through reward -- Conclusion -- References08 Performance and reward -- Introduction -- The meaning of performance -- Impact of reward on organizational performance -- How does reward impact on performance? -- The role of performance management -- Performance management issues -- References09 Financial rewards -- Introduction -- Incentives and rewards -- The theoretical framework -- The role of money -- Research on the effectiveness of financial rewards -- Opponents of financial rewards -- Arguments for and against financial rewards -- Criteria for effectiveness -- References10 Non-financial rewards -- Introduction -- The significance of non-financial rewards -- Types of non-financial rewards -- References11 Total rewards -- Introduction --^The concept of total rewards -- The approach to total rewards -- Bridging the gap -- Total rewards in practice -- Conclusions -- References12 The ethical approach to reward and performance management -- Introduction -- Ethical decisions in reward and performance management -- Why is an ethical approach desirable? -- Fairness -- Treating people justly -- Resolving ethical dilemmas -- The ethical role of reward professionals -- An ethical code of practice for reward and performance management -- ReferencesPart Two Base pay management13 Market pricing -- Introduction -- Job matching -- Use of benchmark jobs -- Sources of market data -- Interpreting and presenting market rate data -- Using survey data14 Job evaluation -- Introduction -- Job evaluation defined -- Aims of job evaluation -- Achieving the aims -- Formal job evaluation -- Informal job evaluation -- Analytical job evaluation schemes -- Non-analytical schemes -- Market pricing -- Levelling --^Job analysis for job evaluation -- Computer-aided job evaluation -- Choice of approach to job evaluation -- Developing a point-factor job evaluation scheme -- Implement job evaluation -- Ensuring that the scheme is unbiased -- References15 Grade and pay structures -- Introduction -- Grade structures -- Grade and pay structures -- Guiding principles -- Formal grade and pay structures -- Multi-graded structures -- Broad-banded structures -- Broad-graded structures -- Job family structures -- Pay spines -- Unstructured pay systems -- Spot rates -- Individual job grades -- Choice of approach -- Developing formal grade and pay structures -- Minimizing bias in grade and pay structure design -- References16 Equal pay -- Introduction -- Reasons for unequal pay -- The Equality Act 2010 -- Defending an equal pay claim -- Achieving equal pay -- Risk assessment -- ReferencesPart Three Rewarding and recognizing performance and merit17 Merit pay -- Introduction -- Characteristics of merit pay --^Method of operation -- Types of merit pay -- Competency-related pay -- Contribution-related pay -- Overall conclusions on merit pay -- Developing merit pay schemes -- References18 Bonus schemes -- Introduction -- Bonus schemes defined -- Aims of bonus schemes -- Rationale for bonus schemes -- Criteria for a bonus scheme -- Types of scheme -- Designing a bonus scheme -- Introducing a bonus scheme -- Earn-back pay -- Bonus schemes and performance -- References19 Team pay -- Introduction -- Team pay defined -- Rationale for team pay -- How team pay works -- Requirements for team pay -- Advantages and disadvantages of team pay -- Developing team pay -- NHS case study -- References20 Rewarding for business performance -- Introduction -- Types of schemes -- Aims -- Profit sharing -- Gain sharing -- Share ownership schemes -- References21 Recognition -- Introduction -- Recognition schemes defined -- Benefits of recognition schemes -- Principles of recognition -- Types of recognition --^Examples of non-cash awards -- Designing a recognition scheme -- Examples of recognition schemesPart Four Rewarding special groups22 Executive reward -- Introduction -- Executive pay levels -- Factors affecting the level of executive rewards -- Corporate governance and executive remuneration -- The elements of executive remuneration -- References23 Rewarding sales and customer service staff -- Introduction -- Rewarding sales representatives -- Rewarding customer service staff -- References24 Rewarding knowledge workers -- Introduction -- What motivates knowledge workers? -- Approaches to rewarding knowledge workers -- References25 Rewarding manual workers -- Introduction -- Factors affecting the pay of manual workers -- Time rates -- Pay structures -- Incentive schemes for manual workers -- Payment by results schemes -- Collective schemes -- Summary of schemes -- Single status and harmonization -- References26 International reward -- Introduction -- The international scene --^Reward management for employees working in international subsidiaries -- Rewards for expatriates -- ReferencesPart Five Employee benefits27 Provision of employee benefits -- Introduction -- Rationale for employee benefits -- Employee benefit strategies and policies -- Types of benefit -- Incidence of benefits -- Choice of benefits -- Administering employee benefits -- Total reward statements -- References28 Flexible benefits -- Introduction -- Reasons for introducing flexible benefits -- Types of flexible benefits schemes -- Introducing flexible benefits -- ReferencesPart Six The practice of reward management29 Evidence-based reward management -- Introduction -- Evidence-based management -- Evidence-based reward management -- Reviewing reward -- Measuring reward -- Evaluating reward -- Conclusions -- References30 Managing reward systems -- Introduction -- Controlling reward -- Monitoring and evaluating reward policies and practices -- Conducting pay reviews -- General reviews --^Individual reviews -- Reward procedures -- The use of computers in reward management -- Communicating to employees -- References31 Managing reward risk -- Introduction -- Risk management -- Reward management risks -- The risk management process -- References32 Responsibility for reward -- Introduction -- The role of the reward professional -- Role of line managers -- Using reward consultants -- References