On October 23rd, 2014, we updated our
By continuing to use LinkedIn’s SlideShare service, you agree to the revised terms, so please take a few minutes to review them.
Learning outcomes 2To understand and be able to explain the following:The definition, nature and context of rewardThe content and objectives of the reward relationshipThe theoretical context to reward
Why study aspects of management? 3“Theories are important. They contain our basic assumptions about key relationships in business life. Theories tell us what to look out for, what our first steps should be and what to expect as a result of our actions. Saving us from going back to first principles at each stage, they are actually short- cuts to action.”Whittington, D. (2001) What is Strategy – and does it matter? Thomson Learning
What is Reward Management? 4Reward management is an umbrella term covering:- design, implementation, maintenance, communication and evolution of reward processes which help organizations to improve performance and achieve their objectives. (Armstrong and Murlis, 1994)Two questions:- How much should be paid (rewarded) to each employee? What form should the payment (reward) take ?
Dimensions of reward 5Reward 3-dimensional External:- Market (labor pools/skills shortages) legal requirements - min wage, equal pay Company’s reward strategy governed by dimensions: strategy positioned according to actual behavior and corporate values on relative importance of dimensions Individual:- Internal:- performance job evaluation competencies negotiation teams corporate performance
The content of reward management 6Direct financial reward in the form of base pay and incentives/allowances.Indirect financial reward in the form of employee benefits and conditions.Non-financial reward in the form of job satisfaction, career development and good working environment.Reward strategy takes a holistic approach to these three areas.
Types of reward 7 Group related Security driven Tradition driven Lifetime jobsNon-money related Cost of living increases Money related Corporate prestige Perks Employability driven Contribution driven Training & development Performance pay Personal career plans Merit bonuses Individual related
Objectives of reward strategy 8Congruence with corporate values and beliefsLinked to business strategyDrive and support behavior at all levelsFit desired management styleProvide a competitive edge in HR termsReflect market realities (Armstrong 2002)
From backroom to boardroom? 10In the past, pay and benefit administration largely governed by the outcomes of collective bargaining. A backroom function.Today, the management of reward is increasingly seen as a key HR function linked to the strategic objectives of the employer.
The context of reward in the 21st century 11Increasing global competitionTrend to lower levels of trade union membership and less collective bargaining and pay regulationIncreasingly individual employment relationshipChanges in the psychological contract at work - more insecurity and uncertaintyDiffering views of what‘Reward’is
Key trends since the 1990s 12Growing inequality in pay - incomes of higher paid have increased much faster than the lower paid.Growth in financial participation schemesGrowth in regulation of reward - particularly in Equal Pay and Hours and Holidays, minimum wage, increasing casual and part-time workers protection.
The New Pay Philosophy 13New Pay ideas originate in USA (Lawler; Schuster and Zingheim; Gomez-Mejia; Mahoney)Influenced by HRM literature - new pay based on concept that management of people must be strategically focused.Prescriptive or descriptive?
The New Pay Philosophy 14Change to pay systems which are contingent on business strategy and circumstancesTrend away from ‘job related’ pay to ‘person related’ pay.Shift away from stable, seniority based systems to more variable and ‘at risk’ pay.Move away from fixed benefits to flexible (cafeteria) benefits
Traditional vs New pay 15 Traditonal pay New payFocus External constraints Business needs FairnessObjectives Recompense for time Enhancement of given up loyalty and commitmentDetermination Collective bargaining ManagementApproach Evolutionary, ad hoc Rational, strategicBasis Job based Person based Time based Performance basedDemarcations? Diff conds for diff groups Harmonisation Wage and salary based All salary based Many grades Few gradesFlexibility? Fixed benefits Flexible benefits
Reward systems - the major components 161. What are the objectives of the reward system?2. What is the corporate strategy that provides the foundation of the system?3. What techniques are used to link strategy and objectives.4. The four main strategy areas are: 1) internal 2) external 3) rewarding employee contribution and 4) administration.(Milkovitch and Newman 2002)
Key debate - Best practice, best fit? 17 Best fit (contingent)? ‘New pay’ concentrates on alignment of reward strategy with business objectives for each individual company i.e. it is particular, contingent to an organization; it is best fit Makes sense? Best practice? Best practice looks to find approaches which are ‘universal’ in value in terms of recruiting, retaining and motivating i.e. to produce competitive advantage. Counterintuitive?
Looking at Old Issues in a New Way Best Practise vs. Best Fit (Schuster and Zingheim, 2002; Brown and Christie, 2005) All encompassing offerings are seen as Best Practise Focus should be on best fit for the organisation AND its employees Employer - Understand Yourself Organisations need to understand what they need to succeed Employer - Understand Your Employees True performance success is gained through employee involvement and seeking the employee’s direct voice (Walton ,1985; Lawler, 1986) HR can assist by bridging the gap, by understanding the business AND becoming an employee advocate so as to understand the employees (Legge, 1999) Rewards can then become that which meets the needs of both Rewards becomes more than Total Rewards, it becomes a Total Relationship approach (Schuster and Zigheim, 2000)
Reward Elements ExamplesReward Elements: Work Experience Elements:Basic SalaryCompany Bonus Opportunities for career advancementPersonal Bonus Job-orientated trainingProfit SharingStock or Share Options Other training availableSales Incentives/Commission Performance appraisalLong Term IncentivesPrivate Medical Cover Merit pay increasesPrivate Dental Cover Opportunities for job enhancementPrivate Vision CoverHealth Screens/Physicals Employer is ‘people’-focussedDefined Benefit Pension Positive leadershipDefined Contribution Pension Supportive managementCritical Illness CoverLife Insurance Positive colleague interactionsRecognition Scheme Great workLong Service AwardsCompany Car or Allowance Work/life balancePetrol Allowance Flexible working practicesMobile PhoneOn-site Crèche You feel ‘involved’Childcare Vouchers You trust your employerOn-site CafeteriaOn-Site Coffee Bar Your employer trusts youLuncheon Vouchers Open and honest communicationsOn-Site Life style/ConciergeTube or rail pass benefits StakeholdershipOn-site or discounted parking Company is growingWellness ProgrammesOn-site or discounted Gym membership Company is successfulShopping Discounts Company has a positive imageEmployee Assistance ProgrammeSalary sacrifice Bicycle purchase Company has a positive reputation Company has a clear vision Company has a clear set of values (Source: Schuster and Zigheim 2000)
References 20Perkins, S. & White, G. (2010) Employee Reward:Alternatives, Consequences and Contexts. CIPD: LondonThorpe, R. & Homan, G. (2009) Strategic RewardSystems. Prentice Hall: LondonWhite, G. & Druker, J. (2009) Reward Management: aCritical Text. Routledge: London