Evidence-Based Reward Management presents an analysis of the current failure of organisations to assess the effectiveness of pay and reward practices. It considers the reasons for this and outlines the damaging consequences of it. By examining recent developments in human capital information and measurement it looks at how HR can construct effective reward for improved performance, both for the individual and organization. The authors present the tools and techniques which can be applied to practice evidence-based reward management including a 4 step model, which sets strategic goals, reviews…mehr
Evidence-Based Reward Management presents an analysis of the current failure of organisations to assess the effectiveness of pay and reward practices. It considers the reasons for this and outlines the damaging consequences of it. By examining recent developments in human capital information and measurement it looks at how HR can construct effective reward for improved performance, both for the individual and organization. The authors present the tools and techniques which can be applied to practice evidence-based reward management including a 4 step model, which sets strategic goals, reviews current policies, looks at how to pilot and make changes and improvements and explains how to monitor and adapt on an ongoing basis.
Michael Armstrong is Joint Managing Partner of e-reward and former Chief Examiner of the Chartered Institue of Personnel and Development (CIPD). His books have sold over 500,000 copies worldwide and are translated into over 20 languages. Among them are Armstrong's Handbook of Human Resource Management, Armstrong's Handbook of Performance Management, Armstrong's Handbook of Management and Leadership and, with Duncan Brown, Strategic Reward (all published by Kogan Page). Duncan Brown is Director of Reward Services at the Institute for Employment Studies. He has more than 20 years experience in reward consulting and research with firms including PricewaterhouseCoopers and Towers Perrin. He also spent five years as Assitant Director General at the Chartered Institute of Personnel and Development (CIPD). He has an MA from Cambridge University, MBA from the London Business School and is a Chartered Fellow of the CIPD. Peter Reilly is the Director of Research and Consultancy at the Institute for Employment Studies. He joined IES in 1995 after a 16 year career with Shell. At IES he undertakes a range of reward projects and is a regular speaker and commentator on this subject.
Inhaltsangabe
Praise for Evidence-Based Reward Management Introduction 1. The concept of evidence-based management Introduction Evidence-based management defined Approaches to evidence-based management Evidence-based management and research Evidence-based management and benchmarking The myth of best practice Best fit Evaluation of HR management practices Evaluation through measurement Quantitative evaluation Qualitative evaluation Chapter summary 2. The concept of evidence-based reward management Introduction The meaning of evidence-based reward management The meaning of integrated reward management The ethical dimension The role of reward strategy High-performance working Engagement Attraction and retention of talent Evidence-based reward in practice Chapter summary 3. The reality of evidence-based reward management Introduction What is or is not happening? Why there is little interest in evidence-based reward management Why is evidence-based reward management important? What evidence-based reward management aims to achieve Chapter summary Case study: Kent County Council: effectiveness in building a great place to work 4. The impact of evidence-based HR and reward management Introduction Measuring the impact of human resource management Measuring the impact of reward Chapter summary Case study: McDonald's restaurants: aligning reward strategy to business objectives through employee engagement 5. The process of evidence-based reward management Introduction The context: reward practices under scrutiny The challenges: the questions to answer Assessing reward effectiveness The components of evidence-based reward management Defining reward goals and success criteria Setting success criteria and moving to assess them Chapter summary Case study: an analytical but values-driven approach to managing reward and incentive arrangements at Standard Chartered Bank 6. Reviewing reward Introduction The process of reward review Approaches to reward review Components of a reward review Internal research External research Chapter summary Case study: DSG International plc: reward effectiveness in driving a business turnaround 7. Measuring and evaluating reward Introduction Measuring reward Evaluating reward Chapter summary Case study: evidence-based recruitment and reward at the NCPCC 8. Developing and implementing reward Introduction Analyzing findings and agreeing improvements Developing new and improved rewards Developing with implementation in mind Implementing, operating and reviewing more effective rewards Chapter summary Case study: KPMH: delivering effectiveness through performance-related and total rewards 9. Conclusions on evidence-based reward management Introduction The six components of evidence-based reward Criteria for assessing reward practices Views of practitioners A final word Index
Praise for Evidence-Based Reward Management Introduction 1. The concept of evidence-based management Introduction Evidence-based management defined Approaches to evidence-based management Evidence-based management and research Evidence-based management and benchmarking The myth of best practice Best fit Evaluation of HR management practices Evaluation through measurement Quantitative evaluation Qualitative evaluation Chapter summary 2. The concept of evidence-based reward management Introduction The meaning of evidence-based reward management The meaning of integrated reward management The ethical dimension The role of reward strategy High-performance working Engagement Attraction and retention of talent Evidence-based reward in practice Chapter summary 3. The reality of evidence-based reward management Introduction What is or is not happening? Why there is little interest in evidence-based reward management Why is evidence-based reward management important? What evidence-based reward management aims to achieve Chapter summary Case study: Kent County Council: effectiveness in building a great place to work 4. The impact of evidence-based HR and reward management Introduction Measuring the impact of human resource management Measuring the impact of reward Chapter summary Case study: McDonald's restaurants: aligning reward strategy to business objectives through employee engagement 5. The process of evidence-based reward management Introduction The context: reward practices under scrutiny The challenges: the questions to answer Assessing reward effectiveness The components of evidence-based reward management Defining reward goals and success criteria Setting success criteria and moving to assess them Chapter summary Case study: an analytical but values-driven approach to managing reward and incentive arrangements at Standard Chartered Bank 6. Reviewing reward Introduction The process of reward review Approaches to reward review Components of a reward review Internal research External research Chapter summary Case study: DSG International plc: reward effectiveness in driving a business turnaround 7. Measuring and evaluating reward Introduction Measuring reward Evaluating reward Chapter summary Case study: evidence-based recruitment and reward at the NCPCC 8. Developing and implementing reward Introduction Analyzing findings and agreeing improvements Developing new and improved rewards Developing with implementation in mind Implementing, operating and reviewing more effective rewards Chapter summary Case study: KPMH: delivering effectiveness through performance-related and total rewards 9. Conclusions on evidence-based reward management Introduction The six components of evidence-based reward Criteria for assessing reward practices Views of practitioners A final word Index
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