By Michael Armstrong
This publication, the definitive consultant to realizing, constructing, and enforcing potent present, is aimed toward either HR practitioners serious about employee compensation and scholars who have to understand performance incentives and how they might be effectively utilized throughout organizations. The publication is supported through on-line assets for either academics and students. This new version comprises new learn carried out by means of E-Reward, in addition to new case experiences of overseas businesses who're successfully utilizing gift to enhance functionality. It comprises functional tips on designing present for all degrees of worker in addition to for groups and the association.
Read Online or Download Armstrong's Handbook of Reward Management Practice: Improving Performance through Reward, Third Edition PDF
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Additional info for Armstrong's Handbook of Reward Management Practice: Improving Performance through Reward, Third Edition
Reward policy Reward policy will cover such matters as: •• The level of rewards: this will be related to a view on how internal rates should compare with market rates, in other words, the organization’s ‘market stance’. •• External competitiveness versus internal equity: the balance between being ‘market driven’, whereby pay levels are governed by market rates, and being more concerned with the extent to which equal pay is provided for work of equal value. •• Transparency: how much information will be released about pay policies and levels.
5 The Hay Group total rewards model ye e? R e s u lt s Total rew ard str at e g y Guaranteed cash I m ple m e n t a ti o n B u si n e s s st r a t e g y People strategy e re th Total Rewards 47 Models of total rewards produced by other consultants •• Mercer (2007): –– compensation, including recognition; –– benefits; –– careers, including training and development. •• Sibson Consulting (2006): –– direct financial; –– indirect financial, including work arrangements; –– career, including training and employee security; –– work content; –– affiliation, including work environment.
These firms make greater efforts than others to communicate their plans and to measure reward plan effectiveness. •• They are more likely than the rest to link rewards to their organization’s business strategies. Reward management: six tips •• Reward people according to the value they create. •• Reward people according to what the organization values and wants to pay for. •• Take account of employee as well as business needs. •• Best fit is preferable to best practice. •• Strive to be different, even unique, when developing reward policy and practice.