文档介绍：HRM and Remuneration Systems
Rewards & methods of reward
The wage-work bargain.
Central to employment relationship & regulation
Offer – Acceptance - Consideration (incentive package)
unilateral or bargained? Buyer-seller power?
Tailored or standardised? Individual or collective?
The Cash Nexus
Enid Mumford’s contracts
Rewards systems vs. Payroll admin.
Pay-offs in the Employer-Employee Relationship
Knowledge & skill Er wants know-how, competence, experience.
Ee wants to be put to good use & be developed
Efficiency/rewards Er wants performance & quality output. Ee wants equity, felt-fair rewards & opportunity
Ethical - values & commitments in right/wrong behaviour
Psychological Mgt & co-workers mitted, loyal, motivated people. Individual wants satisfaction
Task structure - work within policy, procedure & technical constraints. Jobs, work arrangements
(Mumford 1972)
Keep-T
Issues in pay policy, package & administration
Integrate Ee. performance petitive advantage?
Smooth, reliable, low risk, transactions. Handing over the cash: personal or separated?
Traditional methods prevail. Where are the innovations?
Pay policy - closet management?
 
HRM policy-maker, practitioner & academic interests?
Rewards central to HRM models?
Theory & practice. Partial? Coherent? robust?
Thin, plete picture and treatment?
Tixylix Prescription (read the label)
Proposition:
Reward system X è will anisational efficiency & effectiveness
Employer Our policy should properly reward & motivate staff to contribute effort, expertise & commitment in line anisational objectives. Our reward system must be right for the ‘firm’(pay bill & administration) & employees (attracting, motivating, retaining the right staff).
Employee (felt-fair, equity, expectancy theory) “the reward system should reflect my work & its demands on me, my value (for my kind of work) within ‘labour market’(internal/xternal). It should satisfy me paring my rewards with what others get for the same kind of wor