Strategic Reward: Making It Happen - Rilegato

Armstrong, Michael; Brown, Duncan

Rilegato

ISBN 10: 074944634X ISBN 13: 9780749446345

Casa editrice: Kogan Page Ltd, 2006

Riassunto

<div>""Organizations have been taking on more reward practitioners over the past two years and demand for their expertise is expected to keep growing."" -- People Management. Strategic reward is the process of determining how to develop appropriate reward arrangements and dealing with the issues which arise in making that decision. The focus of this new title, aimed at directors and senior-level HR consultants, is on the formulation and implementation of reward strategies. It provides comparative information regarding the concerns of aligning compensation with business and HR strategies. Case studies are based on findings from CIPD and e-reward research and include detailed examples from Unilever, GlaxoSmithKline and Tesco.</div>

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Informazioni sugli autori

<p><b>Michael Armstrong</b> is the UK's bestselling author of Human Resource Management books including <b><i>Armstrong's Handbook of Human Resource Management Practice</i></b>, <b><i>Armstrong's Handbook of Strategic Human Resource Management</i>, </b><i><b>Armstrong's Handbook of Reward Management Practice</b> </i>and <b><i>Armstrong's Handbook of Performance Management </i></b>and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages. <br><br><b>Michael Armstrong</b> is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), the co-founder and a managing partner of E-Reward, one of the UK's first websites dedicated solely to reward management. Prior to this he was an HR director of a publishing company and an independent management consultant. He is based in London, UK.</p>

<p><b>Duncan Brown</b> is an independent rewards adviser and researcher. He has more than 30 years' experience with employers including IES, Aon Hewitt, PwC and Willis Towers Watson. He also spent five years as Assistant Director General and head of research and policy at the CIPD.<br>His recent clients have included major firms such as Network Rail and Shell, public sector bodies such as the National Health Service and Equalities and Human Rights Commission; and not-for-profit organizations such as the Council of Europe, Church of England, Unicef and the RSPCA.<br><br><br>Duncan advises a number of remuneration committee including Christian Aid and the London School of Economics. He is an employer trustee for the CIPD Pension Plan. He has participated on Government taskforces concerned with fair pay (the Hutton Review), engagement, pensions and gender pay reporting. He has advised government reviews on the pay setting methods for key public sector workers including doctors and dentists, the judiciary and Armed Forces personnel.</p>

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<p><b>Part 1 The Essence of Strategic Reward </b><br><br><br><br> <b>1 Strategic reward: what it means </b><br><br> Strategic reward management defined; Aims of strategic reward; Characteristics of strategic reward; Strategic reward and reward management; Strategic reward and strategic management; The rationale for strategic reward; The reality of strategic reward; Strategic reward issues; The practice of strategic reward management; Reward philosophy and guiding principles; Total reward; Approaches to total reward<br><br> <b>2 Reward strategy: purpose and content </b><br><br> What is reward strategy?; What's happening to reward strategy?; What are the aims of reward strategy?; What are the aims of reward strategy?; What is the content of reward strategy?; Examples of reward strategies; PriceWaterhouse Coopers; What are the criteria for an effective reward strategy?<br><br> <b>3 Strategic reward and performance</b><br><br> The characteristics of a high performance culture; Developing a high performance culture; How reward strategies impact on performance<br><br> <b>4 Engagement and organizational commitment strategies </b><br><br> Engagement and organizational commitment defined; Engagement; Organizational commitment<br><br> <b>Part 2 The Context of Strategic Reward </b><br><br> <b>5 The reward environment </b><br><br> The internal environment; The external environment; Reward strategy as multi-dimensional alignment<br><br> <b>6 Reward strategies in a knowledge economy </b><br><br> The rise of the post-industrial economy; Rewarding knowledge workers: the theories tested; Rewarding knowledge workers: the emerging practice; Emerging practice: flexibility in a framework; Emerging practice: learning and a rewarding career; Emerging practice: flexible rewards and working; Rewarding knowledge workers: creating the context<br><br> <b>7 Reward strategies in a service-based economy</b><br><br> Rewarding customer service?; Rewarding customer service: the research; Rewarding customer service: effective practice; Rewarding customer service: creating the context for commitment; Strategies for rewarding knowledge and customer service<br><br> <b>8 Developments in reward management</b><br><br> Current incidence of reward practices; Specific developments<br><br> <b>Part 3 Developing and Implementing Reward Strategies </b><br><br> <b>9 Developing reward strategy</b><br><br> Basic considerations; Development requirements; The development pathway; Assessing reward strategy requirements; Achieving alignment<br><br><br><br> <b>10 Implementing reward strategy </b><br><br> The say/do gap; Implementing worthwhile, realistic and achievable strategies; Dealing with implementation problems; Project management; Change management; Specific reward implementation issues; Success criteria; The BT approach to implementation<br><br> <b>11 Role of the front line manager in managing reward</b><br><br> Overall role of front line managers; The line manager's role in implementing HR policies; Devolution of reward responsibilities to line managers; The varied reward responsibilities of line managers; Ensuring the commitment and capability of line managers<br><br> <b>12 The strategic and multiple roles of the reward professional</b><br><br> More demand, more people, more strategies; Reward professionals as administrative and IT experts; Technical expertise: the role of strategic craftsperson; Reward professionals as change agents and business partners; Reward professionals' roles, skills and learning<br><br> <b>13 Communicating reward strategy: from telling and selling to involving and engaging </b><br><br> The importance of communication; Communicating the reward strategy; Communication successes; Communicating the employer brand; Involvement and engagement?; The reward strategy and involvement gap; Communicating, involving, engaging; When things go wrong; The final message</p>

Dettagli dell'edizione

• Editore: Kogan Page Ltd
• Data di pubblicazione: 2006
• Lingua: Inglese
• ISBN 10: 074944634X
• ISBN 13: 9780749446345
• Rilegatura: Copertina rigida
• Numero edizione: 1
• Numero di pagine: 266
• Contatto del produttore: non disponibile
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