Armstrong’s Handbook of Reward Management Practice Improving performance through reward 3RD EDITION
Buku ini diterbitkan tahun 2007 oleh Kogan Page Limited, London. Adalah buku edisi Ketiga.
Judul: Armstrong’s Handbook of Reward Management Practice
Improving performance through reward 3RD EDITION
Oleh: Michael Armstrong
Penerbit: Kogan Page Limited, London
Tahun: 2007
Jumlah Halaman: 481 hal.
Penulis:
Michael Armstrong
Lingkup Pembahasan:
Buku panduan ini dirancang untuk memberikan panduan tentang pendekatan yang dapat diadopsi untuk pengembangan dan pengelolaan sistem reward yang akan memberikan kontribusi untuk meningkatkan organisasi, kinerja tim dan individu tetap menghormati dan konsumsi untuk kebutuhan karyawan.
Buku ini berbasis bukti bahwa semuanya menggunakan pelajaran praktis belajar dari akademis proyek penelitian tetapi juga mengacu pada sejumlah besar survei reward dan studi kasus yang diproduksi selama beberapa tahun terakhir melalui e-reward bersama-sama dengan survei yang dilakukan oleh Institute of Personnel and Development (CIPD).
Tema buku ini adalah bahwa reward memberikan kinerja. Hal ini terutama terjadi ketika seluruh filosofi manajemen reward diadopsi: yaitu, pendekatan terpadu untuk hadiah yang dirancang untuk
meningkatkan keterlibatan dengan menanggapi individu serta kebutuhan organisasi dan membuat
penggunaan yang tepat dari kedua imbalan finansial dan non-keuangan. Hal ini sejalan dengan pesan utama kinerja dan penghargaan profesional peta baru yang diproduksi oleh CIPD. Ini mantra bahwa
mereka yang terlibat dalam manajemen reward yang ada untuk membangun budaya kinerja tinggi dengan memberikan program yang memperhatikan dan menghargai kritis keterampilan, kemampuan, pengalaman dan kinerja, dan memastikan bahwa sistem reward yang berbasis pasar, adil dan biaya yang efektif.
Buku ini terdiri atas 6 bagian utama:
Bagian I: Essentials manajemen reward Ini memberikan gambaran tentang apa reward manajemen adalah tentang dan memeriksa tiga dasar unsur manajemen reward: struktur dan unsur-unsur sistem reward, yang Konsep total hadiah, dan kontribusi yang dibuat oleh proses manajemen reward strategis. Bagian ini juga mencakup fitur-fitur khusus dari kebijakan reward internasional dan praktek. Bagian II: Kinerja dan reward Tujuan dari bagian ini adalah untuk mengeksplorasi hubungan antara kinerja dan penghargaan. Dimulai dengan pemeriksaan bagaimana fungsi manajemen kinerja sebagai bagian dari sistem reward di individu, kelompok dan tingkat organisasi dan bagaimana hal itu membantu untuk menciptakan budaya kinerja. Dengan alasan bahwa keterlibatan dan usaha diskresioner kontribusi yang signifikan terhadap kinerja tinggi, Bab 7 membahas bagaimana reward dapat meningkatkan mereka. Berikut dua bab memeriksa fitur imbalan finansial dan non-keuangan untuk menyediakan kerangka kerja konseptual untuk lima bab berikutnya, yang prihatin dengan menggambarkan reward kontinjensi dan skema pengakuan dan bagaimana mereka berdampak pada kinerja. Bagian III: Menilai dan grading pekerjaan Ini bagian penawaran dengan faktor yang mempengaruhi tingkat upah dan proses dasar menilai pekerjaan dan karakteristik kelas dan membayar struktur yang dikembangkan atas dasar yang hasil evaluasi pekerjaan dan harga pasar. Hal ini juga berkaitan dengan masalah upah yang sama.
Bagian IV: kelompok khusus Menghargai Pertimbangan diberikan dalam bagian ini dengan persyaratan pahala dari kelompok khusus orang yang bekerja di organisasi - direktur, penjualan dan layanan pelanggan staf, pengetahuan pekerja dan pekerja manual. Praktek Reward mungkin berbeda antara kelompok-kelompok ini dan hasilnya mungkin tingkat segmentasi dalam sistem reward.
Bagian V: Imbalan kerja dan pensiun skema Bagian ini berfokus pada kebijakan dan praktik dalam penyediaan tunjangan dan pensiun dan skema manfaat yang fleksibel yang memungkinkan unsur pilihan kepada karyawan. Bagian VI: Praktek manajemen reward Praktek manajemen reward adalah bisnis yang kompleks yang meliputi pengembangan, manajemen dan evaluasi sistem reward dan alokasi tanggung jawab untuk hadiah.
Daftar Isi:
Introduction 1
Part I Essentials of Reward Management 3
1. An Overview of Reward Management 5
Introduction 6; Reward management defined 6; Characteristics of reward management 7;
The reward management framework 9; Aims of reward management 9; Achieving the
aims in general 11; Achieving the specific aims 14; Contextual factors 16; Fundamental
concepts 19; Pay level concepts 22; Effective reward management 23; References 24
2. The Reward System 26
Introduction 27; How a reward system operates 27; Components of a reward system 28;
Reward systems in action 35; References 38
3. Total Rewards 39
Introduction 40; Total rewards defined 40; Underpinning concepts 41; The elements of
total rewards 42; The significance of total rewards 43; Models of total rewards 44;
Models of total rewards produced by other consultants 47; Introducing total rewards 49;
Total rewards in practice 55; Conclusion 60; References 60
4. Strategic Reward 62
Introduction 62; Strategic reward management defined 63; The rationale for strategic
reward 63; The problem with the concept of strategic reward 64; Characteristics of strategic
reward 65; Reward philosophy 65; Guiding principles 66; Reward strategy 72;
Developing reward strategy 79; Implementing reward strategy 84; References 85
5. International Reward 87
Introduction 87; The international scene 88; International reward strategy 89; Rewards for
expatriates 92; References 96
Part II Performance and Reward 99
6. Performance Management and Reward 101
Introduction 102; The meaning of performance 102; Influences on performance 103;
How does reward impact on performance? 105; High-performance cultures 106;
High-performance work systems 108; Impact of reward on individual performance 112;
Impact of reward on organizational performance 112; Managing organizational
performance 113; Managing team performance 117; Managing individual performance 118;
References 124
7. Engagement and Reward 127
Introduction 127; The meaning of employee engagement 128; Why engagement is
important 130; The factors that influence engagement 131; Enhancing engagement 132;
Developing engagement policies through reward 133; References 135
8. Financial Rewards 136
Introduction 137; Incentives and rewards 138; The theoretical framework 139; The role
of money 143; Views about the importance of pay 143; Research on the effectiveness of
financial rewards 147; Arguments for and against financial rewards 152; Criteria for
effectiveness 154; Conclusions 156; References 156
9. Non-financial Rewards 160
Introduction 161; The significance of non-financial rewards 161; Types of non-financial
rewards 161; Individual extrinsic rewards 162; Individual intrinsic rewards 163;
Collective extrinsic rewards 164; Collective intrinsic rewards 165; References 166
10. Contingent Pay Schemes 167
Introduction 167; Objectives of contingent pay 168; Criteria for success 168;
Performance-related pay 169; Contribution-related pay 173; Competency-related pay 180;
Skill-based pay 181; Overall conclusions on contingent pay 183; Summary of individual
contingent pay schemes 183; References 185
11. Bonus Schemes 187
Introduction 187; Bonus schemes defined 188; Aims of bonus schemes 188; Rationale for
bonus schemes 189; Criteria for a bonus scheme 190; Types of scheme 191; Designing a
bonus scheme 193; Introducing a bonus scheme 195; References 196
12. Team Pay 197
Introduction 197; Team pay defined 198; Aim of team pay 199; Rationale for team pay 200;
How team pay works 200; Requirements for team pay 202; Advantages and disadvantages
of team pay 202; Developing team pay 203; NHS case study 204; References 205
13. Rewarding for Business Performance 206
Introduction 206; Types of schemes 207; Aims 207; Profit-sharing 208; Share ownershi
schemes 209; Save-as-you-earn schemes 209; Gain-sharing 210; References 211
14. Recognition Schemes 212
Introduction 212; Recognition schemes defined 212; Benefits of recognition schemes 213;
Principles of recognition 213; Types of recognition 214; Examples of non-cash awards 216;
Designing a recognition scheme 216; Examples of recognition schemes 217
Part III Valuing and Grading Jobs 221
15. Pay Levels 223
Introduction 224; Determinants of pay 224; Pay levels within organizations 229;
Pay systems 230; Factors affecting pay levels 232; References 233
16. Job Evaluation Schemes 235
Introduction 236; The purposes of job evaluation 236; Achieving the purposes 237;
Analytical job evaluation schemes 238; Non-analytical schemes 242; Market pricing 245;
Levelling 246; Job analysis for job evaluation 248; Computer-aided job evaluation 249;
Choice of approach 251; Developing a point-factor job evaluation scheme 255;
References 263
17. Equal Pay 264
Introduction 264; Reasons for unequal pay 266; The equal pay legal framework 268;
Achieving equal pay 273; Risk assessment 275; Defending an equal pay claim 276;
References 278
18. Market Rate Analysis 280
Introduction 281; The concept of a market rate 281; Job matching 282; Use of benchmark
jobs 283; Sources of market data 284; Interpreting and presenting market rate data 286;
Using survey data 289
19. Grade and Pay Structures 290
Introduction 291; Grade structures 291; Pay structures 292; Guiding principles for grade and
pay structures 293; Narrow-graded structures 293; Broad-graded structures 297; Broad-banded
structures 301; Career-family structures 308; Job-family structures 314; Combined
career/job-family and broad-banded structures 318; Pay spines 320; Spot rates 321;
Individual job grades 321; Choice of grade and pay structures 322; Developing a grade and
pay structure 325; References 332
Part IV Rewarding Special Groups 333
20. Rewarding Directors and Senior Executives 335
Introduction 336; Executive pay levels 336; Factors affecting the level and nature of
executive rewards 337; Why has executive pay grown so much? 340; Corporate governance
and executive remuneration 340; Directors’ and senior executives’ remuneration 342;
Benefits 345; Service contracts 346; References 346
21. Rewarding Sales and Customer Service Staff 348
Introduction 348; Rewarding sales representatives 348; Salary only 349; Rewarding
customer service staff 354; References 358
22. Rewarding Knowledge Workers 359
Introduction 359; What motivates knowledge workers? 360; Approaches to rewarding
knowledge workers 361; References 364
23. Rewarding Manual Workers 365
Introduction 366; Factors affecting the pay of manual workers 366; Time rates 367; Pay
structures 367; Incentive schemes for manual workers 368; Payment by results scheme 370;
Contingent pay schemes 372; Collective schemes 373; Assessment of schemes 373;
Single status and harmonization 377; References 378
Part V Employee Benefit and Pension Schemes 379
24. Employee Benefits 381
Introduction 381; Rationale for employee benefits 382; Employee benefit strategies and
policies 382; Types of benefit 383; Incidence of benefits 385; Choice of benefits 386;
Administering employee benefits 386; Total reward statements 386; Reference 387
25. Flexible Benefits 388
Introduction 388; Reasons for introducing flexible benefits 388; Types of flexible benefits
schemes 389; Introducing flexible benefits 392; Reference 393
26. Pension Schemes 394
Introduction 394; Why occupational pensions are provided 395; What occupational pension
schemes provide 395; The two main types of occupational schemes 396; Other types of
pension schemes 400; The state pension scheme 401; Advising employees on pensions 401;
Developing and communicating pensions policies 402; Reference 403
Part VI The Practice of Reward Management 405
27. Developing Reward Systems 407
Introduction 407; The task of developing and implementing reward systems 408; Objective
setting 408; The approach to development and implementation 410; The development and
implementation programme 413; Advice from practitioners 415; References 420
28. Managing Reward Systems 421
Introduction 422; Reward policies 422; Controlling reward 426; Monitoring and evaluating
reward policies and practices 427; Conducting pay reviews 429; General reviews 429;
Individual reviews 430; Reward procedures 434; The use of computers in reward
management 435; Communicating to employees 437; References 439
29. Evaluating Reward Management 440
Introduction 440; Why evaluate? 441; Why don’t people evaluate? 442; What can be done
about it? 443; Reward effectiveness reviews 444; Evaluating the impact of reward
innovations 449; References 451
30. Responsibility for Reward 452
Introduction 452; The role of the reward professional 452; Role of line managers 455;
Using reward consultants 456; References 457
Appendix A: Reward Attitude Survey 459
Appendix B: Employee Engagement Survey 461
Index 463
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