HR-rewards,薪酬管理

1. Global rewards

2. Rationale for the global rewards philosophy the strategic aim of reward management is to develop and implement the reward policies, processes and practices required to support the achievement of the organization’s business goals.

Reward management: a handbook of remuneration strategy andpratice 3. Some key areas/ debates / questions you are addressing Key areas:

Historical and theoretical foundations of reward The issues concerned in reward systems

Objectives of various reward systems The psychological contract in the context of the employment relationship Debates: Non-financial rewards the extent to which money is a motivator to improved performance remains a bit of an unresolved debate. The development of ‘new’ systems does not indicate the total removal of other mechanisms. Questions: Whether the suggestion that organizations have a responsibility to try to provide work that is meaningful, satisfying and as enjoyable as possible When there is a ‘pot’ of reward to be shared out, what is the fairest way to do it. 4. Outline structure

1. Introduction Human resource management has developed existing theoretical and practical issues surrounding the management of labor performance within modern organizations. I introduce the concept of reward as a core function in the development of a strategic role for HR functionaries. 2. The development of reward systems

During the development of a ‘factory’-based economy, owners found that they were unable to control the ‘effort’ side of the bargain effectively. Workers, who were previously self- controlled and motivated in many respects by subsistence

‘Butty’ system, was economically inefficient and failed to deliver the returns required or more importantly that were possible from the

process of industrialization

Group of ‘favored’ workers, addressed the problems associated with the reward bargain, meaning productivity was below optimum levels. The feelings of separation which workers experience under modern production systems, these feelings can be briefly outlined in the following manner:

powerlessness, meaninglessness, self-estrangement, isolation.

3. Key Elements of Reward System Design We design a reward system from external operating environment to internal operating environment

4. Motivation as a mechanism Non-financial motivations-Most important motivational factor (Woodruffe, 2006:29) Autonomy Civilized treatment Employer commitment

Environment Exposure to senior people

Praise is awarded when praise is due Support is available

Challenge Trust Reliable organization Assignments

5. The case of Sara Lee Corporation Area of focus: Highly complex and turbulent local details while concurrently building and maintaining a unified, strategic pattern of compensation policies, practices and values. The reward policy: intrinsic rewards in reward philosophy, it refers satisfaction derived from work itself Recognition schemes

The Sara Lee Corporation needed to improve levels of employee motivation fast. Managers focused on ‘recognition’ as the key to raising employee motivation and developed an employee nomination scheme.

6. Total tareward: The psychological contract The psychological contract is somewhat elusive and challenging to define. It is generally accepted that it is concerned with an individual’s subjective beliefs, shaped by the orgainsation, regarding the terms of an exchange relationship between the individual employee and the organisation (Rousseau, 1995). 5. Key academic references

Beardwell j and Claydon T, 2007. Human resource management: a contemporary approach 5th ed. Pearson Education. Loosemore M, Dainty A and Lingard H, 2003. Human Resource Management in Construction Projects, Strategic and operational approzaches, London and New York.

Armstrong M, Brown D,Reil P, 2010. Evidence- Based Reward Management: Creating Measurable Business Impact Your Pay and Reward Practices, Great Britain and the United Stateds

Armstrong M and Murlis H, 2007, REWARD MANAGEMENT, A Handbook of Remuneration Strategy and Practice Revised 5th edition. London.