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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,…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.
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Autorenporträt
Michael Armstrong is a former Chief Examiner of the CIPD. He has sold over 500,000 books on the subject of HRM (published with Kogan Page). Duncan Brown is director of HR Business Development at the Institute of Employment Studies and was Assistant Director General at the CIPD. Peter Reilly is director of HR Research and Consultancy at the Institute of Employment Studies.
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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