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1、HRMandRemunerationSystems Rewards methodsofreward Thewage workbargain Centraltoemploymentrelationship regulationOffer Acceptance Consideration incentivepackage unilateralorbargained Buyer sellerpower Tailoredorstandardised Individualorcollective TheCashNexusEnidMumford scontractsRewardssystemsvs Pay
2、rolladmin Pay offsintheEmployer EmployeeRelationship Knowledge skillErwantsknow how competence experience Eewantstobeputtogooduse bedevelopedEfficiency rewardsErwantsperformance qualityoutput Eewantsequity felt fairrewards opportunityEthical values commitmentsinright wrongbehaviourPsychologicalMgt c
3、o workerswantcommitted loyal motivatedpeople IndividualwantssatisfactionTaskstructure workwithinpolicy procedure technicalconstraints Jobs workarrangements Mumford1972 Keep T Issuesinpaypolicy package administration IntegrateEe performancewithcompetitiveadvantage Smooth reliable lowrisk transactions
4、 Handingoverthecash personalorseparated Traditionalmethodsprevail Wherearetheinnovations Paypolicy closetmanagement HRMpolicy maker practitioner academicinterests RewardscentraltoHRMmodels Theory practice Partial Coherent robust Thin incompletepictureandtreatment TixylixPrescription readthelabel Pro
5、position RewardsystemX willbenefitorganisationalefficiency effectivenessEmployerOurpolicyshouldproperlyreward motivatestafftocontributeeffort expertise commitmentinlinewithorganisationalobjectives Ourrewardsystemmustberightforthe firm paybill administration employees attracting motivating retainingt
6、herightstaff Employee felt fair equity expectancytheory therewardsystemshouldreflectmywork itsdemandsonme myvalue formykindofwork within labourmarket internal xternal Itshouldsatisfymewhencomparingmyrewardswithwhatothersgetforthesamekindofwork ContextandPressures Porter productinnovation costleaders
7、hiplowlabourcostsvs recruitment retention motivation Rateforthejob jobclass worktechnologyLocationinlowwageeconomiescommitment flexibilityConvergence white blue office factory competenciesTeam working flexibility harmonisationRegionalmarketforces theCity Leeds Delhi Labourmobility betweenoccupations
8、 Europe Salaryleagues MNCs Euro globalmanager ExaminingRewardSystemConceptsandPractices Patternsandtrendsinpolicy practice PropositionsandAssumptions Testsforthepropositions hypotheses Competingconceptsandperceptions Veracityoftheimperatives Determinism RhetoricandVerification Debate determinism ind
9、ividualperformance payPay individual groupperformancePRPparadigmshift rhetoricvs practice seachange ortraditional adhocery extentofchange coverage operation innovation forthefeworthemany normativeassumptionsintheuseofrewardsystemscentraltoormarginalinSHRM Underutilised sophisticatedmechanismsorcrude
10、 problematictoolstodriveperformance Evidencefor rewardsystemdevelopmentsreinforcingorganisationaltransformationsSomenew distinctivefeaturesinpolicy practice Dothe claims deliver Areourconceptsof appropriate or viable payrigorousenough Whataretheseperceptionsandwhat hold dotheyhave PaymentSystems1945
11、 2000 Distinctivefeatures Howhavesystemschangedovertheyears Currenttrends AHolyGrailquestfora perfect paysystem Fads fashions cycles Since1945TraditionalsystemshaveevolvedslowlySomeinnovativeandmarginalchangesNewsolutionsassociatedwithSTEEPLE DesignFeaturesofPaysystems Monetarynotrelatedtoperformanc
12、e timeperformance linkedOutput PRP meritpay commission skill basedcollective outputschemesCorporateperformancerelatedbonuses profitparticipationMonetary equivalentCar phone holidays loans accommodation fees vouchersDeferred promotion pension Non monetary status recognition plaques empowermentIntrins
13、icbenefitsNegativespressure penalties harassmentside lining dismissal SamEilononRewardSchemes Eilon S 1992 Managementpractice mispractice Routledge http sol brunel ac uk jarvis bola rewards rewards htmlintegraltomanagerialplanningandcontrolprocesses shouldnotbeconsideredinisolation Rulesguide butnot
14、ethecontradictions dilemmas Rigidimplementationmayhaveawkwardconsequences Thereismoretoasimplecarrot stick effort rewardrelationship Eilon sRulesofThumb Incentives notconfinedtomonetary seenon monetary Attainments rewards levels rewardsshouldbeclear Theactualeffort responsibilitylink Individualgoals
15、 attainment dept orgn GoalsIndividualattainmentvs whatothersmustachieve Rewardsforhelpingothers supportstaff Re structuring jeopardiserewardpossibilities Products workingpracticeschange FuturepayprospectsshouldnotunderminewhatEehasalreadyachieved Benefitinpenalisingundesirableresultsorbehaviour Peri
16、odicReviews schemeobjectivesmustremainvalid Componentsinpaybytimeschemes simpletoadministerdefinedtime F T P T mixed time casual Notime nopay Hourly weekly annualPremiums 1 5T 2T nights doorknobsyndrome Controlmechanisms tools clocks supervision timesheets Jobevaluation evaluatethejobnotthepersondoingitFlexi timeschemesSupervision performance Whenthecatsaway Assumetrust confidence competence diligenceOff siteworking Isactualpresencenecessary WorkforErinErtime versus inyourtime Assume fidelity ca
