Download A Handbook of Employee Reward Management and Practice by Michael Armstrong PDF

By Michael Armstrong

ISBN-10: 0749449624

ISBN-13: 9780749449629

This can be a sensible guide designed to supply suggestions at the techniques that may be followed in constructing and dealing with worker present stategies, regulations and tactics

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Additional info for A Handbook of Employee Reward Management and Practice

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Achievement motivation can be increased by organizations through processes and systems such as job design and performance management. Job design and role development Job design has two aims: first, to meet the needs of the organization for operational efficiency, quality of product or service and productivity; and second, to reward individuals by satisfying their needs for meaningful work that provides for interest, challenge and accomplishment. However, job design is not a static process. The roles people play at work develop as they respond to opportunities and changing demands, acquiring new skills and developing competencies.

See also Chapter 28 for a description of the total reward policies of BristolMyers Squibb, Elan Computers and GlaxoSmithKline. Camelot At Camelot total reward is an important element in the move to align people with the organization’s goals. Centrica As defined for Centrica employees the total reward approach integrates many diverse elements: financial rewards like base pay, contingent or variable pay, share ownership and employee benefits; and non-financial rewards such as the work environment, including recognition, quality of working life considerations, the opportunity to learn and develop skills and work/life policies.

As an end it describes a vision of what reward processes will look like in a few years’ time. As a means, it shows how it is expected that the vision will be realized. Strategic reward can be described as an attitude of mind – a belief in the need to plan ahead and make the plans happen. The aim of strategic reward is to create total reward processes that are based on beliefs about what the organization values and wants to achieve. It does this by aligning reward practices with both business goals and employee values.

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