Evidence-Based Reward Management Creating Measurable Business Impact from Your Pay and Reward Practices

The Title "Evidence-Based Reward Management Creating Measurable Business Impact from Your Pay and Reward Practices" is written by Duncan Brown. This book was published in the year 2010. This book has total of pp. 262 (Pages). The publisher of this title is Kogan Page Limited. Evidence-Based Reward Management Creating Measurable Business Impact from Your Pay and Reward Practices is currently Not Available with us.You can enquire about this book and we will let you know the availability.

Evidence-based Reward Management is the management of reward systems based on fact rather than opinion, on understanding rather than assumptions, on grounded theory rather than dogma. It makes use of the extensive research conducted over the last 50 years into how reward systems work in organizations and what can be done to improve them.

It provides HR professionals with the means of measuring exactly how the reward and pay of employees contribute directly to the performance of organizations. The authors present a compelling argument for its use and practical and informed guidance on its implementation.

The Book 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 practise 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.

Michael Armstrong is Joint Managing Partner of e-reward and former Chief Examiner of the Chartered Institute 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 Reward Management Practice, 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 Assistant Director General at the Chartered Institute of Personnel and Development (CIPD). Duncan is a well-known author and speaker on reward issues and advises and sits on a number of remuneration committees in public, private and voluntary sectors. Duncan has an MA from Cambridge University, an MBA from the London Business School and is a Chartered Fellow of the CI PD.

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 where he held both generalist and specialist HR posts in the United Kingdom and abroad. At IES he undertakes a range of reward projects and is a regular speaker and commentator on this subject.

Introduction

I. THE CONCEPT OF EVIDENCE-BASED MANAGEMENT :
Introduction
1. Evidence-based Management Defined
2. Approaches to Evidence-based Management
3. Evidence-based Management and Research
4. Evidence-based Management and Benchmarking
5. The myth of Best Practice
6. Best Fit
7. Evaluation of HR Management Practices
8. Evaluation through Measurement
9. Quantitative Evaluation
10. Qualitative Evaluation

Chapter Summary

II. THE CONCEPT OF EVIDENCE-BASED REWARD MANAGEMENT :
Introduction
1. The Meaning of Evidence-based Reward Management
2. The Meaning of Integrated Reward Management
3. The Ethical Dimension
4. The Role of Reward Strategy
5. High-performance Working
6. Engagement
7. Attraction and Retention of Talent
8. Evidence-based Reward in Practice

Chapter Summary

III. THE REALITY OF EVIDENCE-BASED REWARD MANAGEMENT :
Introduction
1. What is or is not Happening?
2. Why there is Little Interest in Evidence-based Reward Management
3. Why is Evidence-based Reward Management Important?
4. What Evidence-based Reward Management Aims to Achieve

Chapter Summary
Case Study : Kent County Council : Effectiveness in Building a Great Place to Work

IV. THE IMPACT OF EVIDENCE-BASED HR AND REWARD MANAGEMENT :
Introduction
1. Measuring the Impact of Human Resource Management
2. Measuring the Impact of Reward

Chapter Summary
Case Study : McDonald’s Restaurants : Aligning Reward Strategy to Business Objectives through Employee Engagement

V. THE PROCESS OF EVIDENCE-BASED REWARD MANAGEMENT :
Introduction
1. The Context : Reward Practices under Scrutiny
2. The Challenges : The Questions to Answer Assessing Reward Effectiveness
3. The Components of Evidence-based Reward Management
4. Defining Reward Goals and Success Criteria
5. Setting Success Criteria and Moving on to Assess them

Chapter Summary
Case Study : An Analytical but Values-driven Approach to Managing Reward and Incentive Arrangements at Standard chartered Bank

VI. REVIEWING REWARD INTRODUCTION :
1. The Process of Reward Review
2. Approaches to Reward Review
3. Components of a Reward Review
4. Internal Research
5. External Research

Chapter Summary
Case Study : DSG International Plc : Reward Effectiveness in Driving a Business Turnaround

VII. MEASURING AND EVALUATING REWARD :
Introduction
1. Measuring Reward
2. Evaluating Reward

Chapter Summary
Case Study : Evidence-based Recruitment and Reward at the NSPCC

VIII. DEVELOPING AND IMPLEMENTING REWARD :
Introduction
1. Analysing Findings and Agreeing Improvements
2. Developing New and Improved Rewards
3. Developing with Implementation in Mind
4. Implementing, Operating and Reviewing more Effective Rewards

Chapter Summary
Case Study : KPMG : Delivering Effectiveness through Performance-Related and Total Rewards

IX. CONCLUSIONS ON EVIDENCE-BASED REWARD MANAGEMENT :
Introduction
1. The Six Components of Evidence-based Reward
2. Criteria for Assessing Reward Practices
3. Views of Practitioners
4. A Final Word