A Handbook of Employee Reward Management and Practice 2nd Edition
Buku ini diterbitkan tahun 2007 Oleh Kogan Page Limited, London, adalah buku edisi Kedua.
Judul: A Handbook of Employee Reward Management and Practice 2nd Edition
Oleh: Michael Armstrong
Penerbit: Kogan Page Limited, London
Tahun: 2007
Jumlah Halaman: 561 hal.
Penulis:
Michael Armstrong
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Lingkup Pembahasan:
Buku ini adalah buku pegangan praktis yang dirancang untuk memberikan panduan tentang pendekatan yang dapat diadopsi dalam mengembangkan dan mengelola reward strategi, kebijakan dan proses. Hal ini selaras dengan standar profesional Chartered Institute of Personalia dan Pengembangan untuk hadiah karyawan. Rencana buku ini ditunjukkan pada Gambar 0.1.
Daftar Isi:
Preface xi
PART 1 THE FUNDAMENTALS OF REWARD MANAGEMENT
1 Reward management: an overview 3
Reward management defined 3; The aims of reward management 4; Achieving the aims 4;
The reward system 7; Elements of a reward system 8; Factors affecting reward management
policy and practice 12; The development of reward management 14; References 18
2 The context of reward management 19
The internal environment 19; The external environment 24;
Impact of the environment 28; References 30
3 Total reward 31
Total reward defined 31; The significance of total reward 33; Benefits of total reward 33;
Model of total reward 34; Relational rewards 35; Developing a total reward approach 40;
Approaches to total reward 41; Turning rhetoric into reality 46; References 47
4 Strategic reward 48
Strategic reward management defined 48; The rationale for strategic reward 49;
Guiding principles 49; The concept of reward strategy 52; References 59
5 Developing and implementing reward strategy 60
General considerations 60; The reward strategy development sequence 62;
Implementation 83; References 94
6 Reward policies 96
The purpose of reward policies 96; Reward policy headings 96; Level of rewards 97;
Developing reward policies 101; Examples of reward policies 102
PART 2 THE CONCEPTUAL FRAMEWORK
7 Factors affecting pay levels 107
Economic determinants of pay 107; Factors affecting pay levels within organizations 112;
The significance of the factors affecting pay levels 114; Application of the factors 117;
References 118
8 Motivation and reward 119
The process of motivation 119; Motivation theories 122; Motivation and financial incentives
and rewards 127; Factors affecting satisfaction with pay 129; Motivation and job satisfaction
and performance 130; The key messages of motivation theory 131; References 134
9 Engagement and organizational commitment 135
Definitions 135; Engagement 137; Organizational commitment 144; References 146
10 The psychological contract 147
The psychological contract defined 147; The significance of the psychological contract 148;
Developing and maintaining a positive psychological contract 149; References 150
PART 3 ESTABLISHING JOB VALUES AND RELATIVITIES
11 Job evaluation schemes 153
Definition of job evaluation 153; Aims 154; Features 154; The case for and against job
evaluation 155; Categories of job evaluation 157; Types of analytical schemes 158;
Types of non-analytical schemes 161; Market pricing 163; Computer-assisted job
evaluation 164; Examples of the use of job evaluation 165; Conclusion 166; References 167
12 Developing and maintaining job evaluation schemes 168
Developing a job evaluation scheme: initial stages 168; Designing a point-factor job
evaluation scheme 180; Designing a job classification scheme 192; Developing an analytical
matching scheme 193; Developing management procedures 196; Introducing job
evaluation 198; Maintaining a job evaluation scheme 198; References 199
13 Equal pay for work of equal value 200
Why discrimination takes place 200; The legal framework 203; The EOC Code of Practice on
Equal Pay 207; Equal pay claims 208; Avoiding discrimination in job evaluation 210;
Discriminatory pay structures 212; References 213
14 Equal pay reviews 214
Purpose of equal pay reviews 214; Planning a review 215; The equal pay review process 216;
Analysing pay 222; Conclusion 225; References 226
15 Market rate analysis 227
Market rate analysis defined 227; Aims of market rate analysis 228; The problem of defining
the market rate 228; The process of market rate analysis 231; Initial decision to conduct
market rate analysis 231; Decide on benchmark jobs 232; Sources of market data 232;
Analyse data 240; Prepare information on the jobs to be surveyed 243; Interpret and present
market data 243; Using market data 245; A final word 247; Reference 248
16 Role analysis 249
Definitions 249; Role analysis and reward management 250; Methodology 251; Role profile
definition 253; Examples of role profiles 255
PART 4 GRADE AND PAY STRUCTURES
17 Types of grade and pay structures 263
Grade structures 263; Pay structures 264; Incidence of grade and pay structures 266;
Narrow-graded structures 266; Broad-graded structures 269; Broad-banded structures 273;
Career family structures 281; Job family structures 285; Combined career/job family and
broad-banded structures 288; Pay spines 289; Spot rates 291; Individual job grades 291;
References 292
18 Developing grade and pay structures 293
Guiding principles for grade and pay structures 293; The design programme 294; The
design process 297; Define guiding principles and objectives 297; Analyse present
arrangements 297; Selecting the structure 299; Criteria for choice 299; Design options 302;
Use of job evaluation 304; Graded pay structure design 304; Broad-banded structure
design 316; Career family structure design 320; Job family structure design 325; Designing
non-discriminatory pay structures 325; Implementing new grade and pay structures 326;
References 331
PART 5 REWARDING AND REVIEWING CONTRIBUTION AND PERFORMANCE
19 Individual contingent pay 335
Individual contingent pay defined 336; The incidence of contingent pay 336; Contingent
pay as a motivator 336; Arguments for and against contingent pay 337; Alternatives to
contingent pay 339; Criteria for success 340; Performance-related pay 341;
Competency- related pay 343; Contribution-related pay 345; Skill-based pay 354;
Service-related pay 355; Choice of approach 356; Readiness for contribution pay 357;
Developing and implementing contribution pay 357; References 360
20 Bonus schemes 362
Bonus schemes defined 362; Aims of bonus schemes 363; Rationale for bonus
schemes 363; Types of scheme 363; Category of staff covered 364; The business case for
bonus schemes 365; Designing a bonus scheme 365; Introducing a bonus scheme 370;
Reference 370
21 Team pay 371
Team pay defined 372; Aim of team pay 373; How team pay works 374;
Requirements for team pay 376; Advantages and disadvantages of team pay 376;
Developing team pay 377; NHS case study 378; References 379
22 Paying for organizational performance 380
Types of schemes 380; Aims 381; Profit sharing 382; Share ownership schemes 383;
Gain sharing 384; References 384
23 Recognition schemes 385
Recognition schemes defined 385; Principles of recognition 386; Types of recognition 387;
Examples of non-cash awards 388; Designing a recognition scheme 389;
Example of a recognition scheme at Camelot 389; References 390
24 Performance management and reward 391
Performance management defined 391; Purpose of performance management 392; Principles
of performance management 392; The performance management cycle 393; Key features of
performance management 394; Performance management as a motivating process 395;
Performance management and non-financial motivation 396; Performance management
and pay 397; References 403
PART 6 REWARD MANAGEMENT FOR SPECIAL GROUPS
25 Rewarding directors and senior executives 407
The background 407; Governance reviews and remuneration 408;
Remuneration committees 409; Directors’ and senior executives’ remuneration 410
26 International reward 414
The international scene 414; International reward strategy 416;
Rewards for expatriates 419; References 422
27 Rewarding sales and customer service staff 424
Rewarding sales representatives 424; Rewarding customer service staff 431; References 433
28 Rewarding knowledge workers 435
What motivates knowledge workers? 436; Managing knowledge workers 436; Approaches
to rewarding knowledge workers 437; References 443
29 Shop floor pay 445
Factors affecting shop floor pay 445; Time rates 446; Incentive schemes 447; Single status
and harmonization 454; References 455
PART 7 EMPLOYEE BENEFITS AND PENSION SCHEMES
30 Employee benefits 459
Rationale for employee benefits 460; Employee benefit strategies and policies 460;
Types of benefit 460; Incidence of benefits 463; Choice of benefits 463;
Administering employee benefits 464; Tax considerations 464; Reference 467
31 Flexible benefits 468
Reasons for introducing flexible benefits 468; Types of flexible benefits schemes 469;
Introducing flexible benefits 472; Example – Lloyds TSB 474; References 475
32 Pension schemes 476
Why pensions are provided 477; What pension schemes provide 477;
The two main types of schemes 477; Other types of pension schemes 481; The state pension
scheme 483; Advising employees on pensions 484; Developing and communicating
pensions policies 484; Government proposals on the future of pensions 485; References 485
PART 8 REWARD MANAGEMENT PROCEDURES
33 Managing reward 489
Reward procedures 489; Controlling reward 491; Conducting general pay reviews 494;
Conducting individual reviews 495; Communicating to employees 499; Managing the
development of reward systems 500; The use of computers in reward management 504;
References 507
34 Responsibility for reward 508
The role of the reward specialist 508; Role of the front-line manager in managing
reward 511; Using reward consultants 516; References 517
Appendix A Reward bibliography 518
Appendix B Alignment of CIPD Professional Standards for Employee
Reward to text 530
Index 533
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