Tuesday, May 26, 2015

A Handbook of Employee Reward Management and Practice 2nd Edition






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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