Evidence–Based Reward Management – Creating Measurable Business Impact from Your Pay and Reward Practices
Autor Michael Armstrong, Duncan Brown, Peter Reillyen Limba Engleză Hardback – 2 iul 2010
Evidence-based Reward Management presents an analysis of the current failure of organizations 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 that can be applied to practice evidence-based reward management, including a 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.
Fully illustrated with case studies including McDonald's, Standard Chartered Bank, and KPMG, Evidence-based Reward Management will help HR professionals to assess and communicate the effectiveness of reward in a meaningful and informed way.
The authors present the tools, and techniques that can be applied to practice evidence-based reward management, including a 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.
Fully illustrated with case studies including McDonald's, Standard Chartered Bank, and KPMG, Evidence-based Reward Management will help HR professionals to assess and communicate the effectiveness of reward in a meaningful and informed way.
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Specificații
ISBN-13: 9780749456566
ISBN-10: 0749456566
Pagini: 264
Ilustrații: Illustrations
Dimensiuni: 164 x 242 x 20 mm
Greutate: 0.63 kg
Editura: Kogan Page
ISBN-10: 0749456566
Pagini: 264
Ilustrații: Illustrations
Dimensiuni: 164 x 242 x 20 mm
Greutate: 0.63 kg
Editura: Kogan Page
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Cuprins
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
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
Recenzii
"This book is what pragmatic, business-focused HR directors have been waiting for, for years; how to justify the huge spend on rewards with hard data. Another milestone on the journey of HR from overhead to true business partner." -- Carolyn Gray, Group HR Director, Guardian Media Group
"In this wake-up call for human resources professionals, Armstrong explains how to measure the impact of employee pay and reward systems on organizational performance and gives advice on constructing effective pay and reward practices at the individual and organization level. The first three chapters of the book offer a framework for understanding the concepts of evidence-based management and evidence-based reward management. The second part of the book deals with the processes of evidence-based reward management, with chapters on reviewing reward, measuring and evaluating reward, and developing and implementing reward. Six case studies from large organizations in corporate and local government settings illustrate how organizations are wrestling with these issues." -- Book News Inc."Successful reward policies make a material difference to the performance of an organization. Challenging HR to consistently adopt the disciplines routinely used for other investment decisions is the right approach." -- Imelda Walsh, HR Director, J Sainbury
Notă biografică
Michael Armstrong is Joint Managing Partner of e-reward and former Chief Examiner of the Chartered Institue of Personnel and Development (CIPD). His books have sold over 500,000 copies worldwide and are translated into over 20 languages. Among them are Armstrong's Handbook of Human Resource Management, Armstrong's Handbook of Performance Management, Armstrong's Handbook of Management and Leadership and, with Duncan Brown, Strategic Reward (all published by Kogan Page).
Duncan Brown is Director of Reward Services at the Institute for Employment Studies. He has more than 20 years experience in reward consulting and research with firms including PricewaterhouseCoopers and Towers Perrin. He also spent five years as Assitant Director General at the Chartered Institute of Personnel and Development (CIPD). He has an MA from Cambridge University, MBA from the London Business School and is a Chartered Fellow of the CIPD.
Peter Reilly is the Director of Research and Consultancy at the Institute for Employment Studies. He joined IES in 1995 after a 16 year career with Shell. At IES he undertakes a range of reward projects and is a regular speaker and commentator on this subject.
Descriere
This book presents an analysis of the current failure of organizations to assess the effectiveness of compensation practices. It considers the reasons for this and outlines the damaging consequences of it.