HRM和報(bào)酬系統(tǒng)課件

HRMand

RemunerationSystemsHRMand

RemunerationSystemsRewards&methodsofrewardThewage-workbargain.Centraltoemploymentrelationship®ulationOffer–Acceptance-Consideration(incentivepackage)unilateralorbargained?Buyer-sellerpower?Tailoredorstandardised?Individualorcollective?TheCashNexusEnidMumford’scontractsRewardssystemsvs.Payrolladmin.Rewards&methodsofrewardThePay-offsintheEmployer-EmployeeRelationshipKnowledge&skill

Erwantsknow-how,competence,experience. Eewantstobeputtogooduse&bedevelopedEfficiency/rewards

Erwantsperformance&qualityoutput.Eewantsequity,felt-fairrewards&opportunityEthical-values&commitmentsinright/wrongbehaviourPsychological

Mgt&co-workerswantcommitted,loyal,motivatedpeople.IndividualwantssatisfactionTaskstructure

-workwithinpolicy,procedure&technicalconstraints.Jobs,workarrangements(Mumford1972)Keep-TPay-offsintheEmployer-EmplIssuesinpaypolicy,package&administrationIntegrateEe.performancewithcompetitiveadvantage?Smooth,reliable,lowrisk,transactions.Handingoverthecash:personalorseparated?Traditionalmethodsprevail.Wherearetheinnovations?Paypolicy-closetmanagement?

HRMpolicy-maker,practitioner&academicinterests?RewardscentraltoHRMmodels?Theory&practice.Partial?Coherent?robust?Thin,incompletepictureandtreatment?Issuesinpaypolicy,packageTixylixPrescription(readthelabel)Proposition:

RewardsystemXèwillbenefitorganisationalefficiency&effectivenessEmployer

Ourpolicyshouldproperlyreward&motivatestafftocontributeeffort,expertise&commitmentinlinewithorganisationalobjectives.Ourrewardsystemmustberightforthe‘firm’(paybill&administration)&employees(attracting,motivating,retainingtherightstaff).Employee(felt-fair,equity,expectancytheory)

“therewardsystemshouldreflectmywork&itsdemandsonme,myvalue(formykindofwork)within‘labourmarket’(internal/xternal).Itshouldsatisfymewhencomparingmyrewardswithwhatothersgetforthesamekindofwork”.TixylixPrescription(readtheContextandPressuresPorter-productinnovation+costleadershiplowlabourcostsvs.recruitment,retention&motivation"Rateforthejob"–jobclass&worktechnologyLocationinlowwageeconomiescommitment&flexibilityConvergence:white/blue,office/factory–competenciesTeam-working,flexibility,harmonisationRegionalmarketforces(theCity,Leeds,Delhi).Labourmobility(betweenoccupations+Europe)Salaryleagues(MNCs&Euro/globalmanager)ContextandPressuresPorter-ExaminingRewardSystemConceptsandPracticesPatternsandtrendsinpolicy&practice?PropositionsandAssumptions?Testsforthepropositions/hypotheses?Competingconceptsandperceptions?Veracityoftheimperatives?ExaminingRewardSystemConcepDeterminism,RhetoricandVerificationDebate:determinism:individualperformanceèpayPayèindividual/groupperformancePRPparadigmshift–rhetoricvs.practice‘seachange'ortraditional'adhocery'extentofchange(coverage&operation)innovation-forthefeworthemany?normativeassumptionsintheuseofrewardsystemscentraltoormarginalinSHRM?Underutilised&sophisticatedmechanismsorcrude,problematictoolstodriveperformance?Determinism,RhetoricandVeriEvidenceforrewardsystemdevelopmentsreinforcingorganisationaltransformationsSomenew,distinctivefeaturesinpolicy&practice.Dothe“claims”-deliver?Areourconceptsof'appropriate'or'viable'payrigorousenough?Whataretheseperceptionsandwhat"hold"dotheyhave?EvidenceforrewardsystemdevePaymentSystems1945–2000Distinctivefeatures?Howhavesystemschangedovertheyears?Currenttrends?AHolyGrailquestfora‘perfect'paysystem?Fads,fashions&cycles.

Since1945TraditionalsystemshaveevolvedslowlySomeinnovativeandmarginalchangesNewsolutionsassociatedwithSTEEPLE.PaymentSystems1945–2000DisDesignFeaturesofPaysystemsMonetarynotrelatedtoperformance-timeperformance-linkedOutput,%,PRP,meritpay,commission,skill-basedcollective-outputschemesCorporateperformancerelatedbonuses+profitparticipationMonetary-equivalentCar,phone,holidays,loans,accommodation,fees,vouchersDeferred(promotion,pension)Non-monetary-status,recognition,plaques,empowermentIntrinsicbenefitsNegativespressure,penalties,harassmentside-lining,dismissal

DesignFeaturesofPaysystemsSamEilononRewardSchemesEilon,S,1992,Managementpractice&mispractice,Routledge.http://sol.brunel.ac.uk/~jarvis/bola/rewards/rewards.html

integraltomanagerialplanningandcontrolprocesses.shouldnotbeconsideredinisolation.Rulesguide,butnotethecontradictions&dilemmas.Rigidimplementationmayhaveawkwardconsequences.Thereismoretoasimplecarrot&stick,effort-rewardrelationship.SamEilononRewardSchemesEilEilon'sRulesofThumbIncentives-notconfinedtomonetary-seenon-monetary.Attainmentsèrewards:levels&rewardsshouldbeclear.Theactualeffort/responsibilitylink?Individualgoals/attainment&dept/orgn.GoalsIndividualattainmentvs.whatothersmustachieve?Rewardsforhelpingothers-supportstaff.Re-structuring:jeopardiserewardpossibilities?Products&workingpracticeschange?FuturepayprospectsshouldnotunderminewhatEehasalreadyachieved.Benefitinpenalisingundesirableresultsorbehaviour?PeriodicReviews-schemeobjectivesmustremainvalid.Eilon'sRulesofThumbIncentiComponentsinpaybytimeschemessimpletoadministerdefinedtime–F/T,P/T,mixed-time,casual.Notime,nopay?Hourly,weekly,annualPremiums–1.5T,2T,nights,“doorknobsyndrome”Controlmechanisms&tools–clocks,supervision,timesheets?Jobevaluation-evaluatethejobnotthepersondoingitFlexi-timeschemesSupervision&performance“Whenthecatsaway”?Assumetrust,confidence,competence&diligenceOff-siteworking.Isactualpresencenecessary?WorkforErinErtime……versus……...inyourtime?Assume–fidelity,care,good-will,cooperationLifesentence?ComponentsinpaybytimeschePayforperformancesystemsemployeeshareownershipmeritpayskill-basedpayinputmeasuredtimeworkteambonusprofitsharinggainsharingpieceworkmeasuredtimeworkcommissionindividualtargetPRPoutputGroupIndividualPerformancemeasures(tangible&quantifiable)

Jobdefinition,MbO,method&workstudy.Informationandcontrol.

PayforperformancesystemsemPRP,meritpay,skill-basedschemesInformationrequirementsManagerappraisalandjudgementMeasurable,targetedPRP(narrowlydefined).Paylinkedtoconcreteindividualorgrouptargets.Individualmerit(behavioural)traits:e.g.flexibility,cooperation,punctuality.Staffappraisalratingcriteria.Skill,physical&mentalcapabilities.Automaticonqualification?Performance-related?Annualincrements?PRP,meritpay,skill-basedsCollective-outputschemesworkgroup,plantorcompanyperformance-bonus(fixedor%ofstandardpay)automaticforachievementoftargetedoutput,profit,salesoraddedvalueGenerallydonotrequireemployeeappraisalormanagerialdiscretion(?....nottopay….?).Schemeformula:complexity,visibilityoftargetsachieved.Collective-outputschemesworkEmployeeshareownershipschemesSeniormanager-ownersExtensionofownership&participation>pay?SocialengineeringassumptionsRewardsfromcapitalgains÷nds–longtermThe"smallprint"–sharepricescangoupordown!Dependentuponcapitalbeingavailable-tobuysharesforemployees.EmployeeshareownershipschemLupton&Gowler:Selectingapaymentsystem(1969)Analyticalframeworkfor“selecting”apaymentsystemcontingencyapproach(normative&rationalframework)Proposition:choicescan&shouldbebaseduponrecognitionofmanagerialgoalsmanagerappreciationofinternal&externalcircumstances.BUTradicalchoiceordoP-systemsmerelyevolve?Traditionalschemes….vs….whatalternatives?Managerial&employeepreferences?Prevailingexpectations.Whattrendsarediscernable?Lupton&Gowler:SelectingapPayschemedevelopment-contingencyandchoice

Proposition:designtheP-systemtofitthegoal/circumstances.True?How?Evidence?managerialresponsetointernal&externaldemands.Whythesedesigns?Reactiveorproactive?How&howfrequently?Whoisinfluentialindesign?Institutionalpromotion&reformofpaydetermination.(informed)prescriptions&recommendations

NBPI,CIR,ACAS,CBI,IoD,IPD,TUs,DfEE.ACASon'appropriateness'

'apaymentsystemhasabetterchanceofsuccessifitiscarefullyselected&shapedtomeetthespecificneedsoftheorganization&workgroupinwhichitistoapply'.Payschemedevelopment-contiPaydevelopmentspieceworkschemes1945-1960stimulatedbylabour&productmarketpressures.wellsuitedtohigh-volume,low-costproductionwhatweretheproblemsItemisation&localbargaining?Gold-bricking?productivitybargaining1960stomid-1980ssearchforcontrol&societaljustification(incomespolicy)Manning,demarcation&craftflexibility.Jobenlargement&workrestructuring.ParticipationinEquityPerformance-relatedpay1980s-todatePaydevelopmentspieceworkscheGovernmentalinterventionIncomespolicies–nationalandpublicsectorcontrolsPrivatisation&deregulationoflabourmarketEmployeeshareownershipNationalminimumwage&48-hourrulingEqualpay&equalopportunitiesTaxationCastigationofhighexecutivepay–butnoregulation.GovernmentalinterventionIncomHRMmodels?Proposition: Reward......akeypolicy-makinglevertoachieveCommitmentFlexibilityQualityStrategicintegration.Linksbetweenrewards&suchgoalsarenotnew.

Butnow..…competitiveadvantage&theargumentforstrategicintegration.Isthereevidence?HRMmodels?Proposition:'Tight'and'Loose'Views'Looser'responsesaremoreadhoc,reactive&opportunistic.'Tight'coherent,managerialrationaleexists-rewardsystemselectionsensitivetobusinesscircumstances&needsrewardsunderpinbroaderbusinessplansdiversification&productlifecyclestrategiescompanyre-structuring,flexibility&culturechangesupportotherHRMinterventions.But Aretheeffortssotightlyarticulated? Theory+consistencyinapplication&outcome.'Tight'and'Loose'Views'LoosHaveorganisationschangedtheirapproachtopay?individualperformance-relatedormerit-basedpayschemes'individualisation'ofpay-public&private-filtersdownthehierarchy.

ACAS(1985-88)

40%modifyP-systemsècloserpay-performancelink.

Byend1992

4,000approvedprofit-relatedpayschemes(1millionemployees)

2000employeeshareownership(3million)

WIRS1990

meritpaymoreprevalentatseniormanagerlevel

evidenceinadmin.(33%)+skilledmanual(25%)

Arethesedeep,structural,qualitative,strategicchanges?HaveorganisationschangedthePayandHRMgoals:commitment,flexibility&quality.featuresandcontexts?

potentialtensionsinthelinkages?

thedynamicsforchange?PayandHRMgoals:commitmentReward&commitmentlonghistory,on-goingmanagementconcern

motivation&performance,incentivestostrengthenidentification&loyalty–Taylor,McGregor&Herzberg

weakencompeting(oftencollective)interestsHaltthedilutionofmanagerialprerogatives.PESTconditionshelpmanagerialrecoveryNew￡participatione.g.shareownership&profit-sharingstatutorysupportReward&commitmentlonghistoButaretheschemeseffective?Researchinto￡participation&staffattitudesreturnsambiguousresults.Somepositiveimpact….withdoubts

Problem:Isolatingthe￡participationvariable&corporateperformance.Otherinvolvementtechniquesinthechangeprogrammes.

Blinder(USAstudy)

‘thewayworkersaretreatedmayboostproductivitymorethanthewaytheyarepaid'.Butaretheschemeseffective?Visible,meaningfulwaystolock-intheindividual.Dialogue&bonding.Performanceappraisal“forces”directcommunicationStrengthenlinemanager–employeerelationshipIndividualisetheeffort-rewardbargainNoexternal3rdparty.Underminecollectivebargaining?Profit&shareinitiativesreduceTUorientation.PRPschemes-lessinevidencewhereTUsarestrong.De-recognition?Visible,meaningfulwaystoloReportsonBritishRail&TSSA-10,000middle&juniormanagersPRP&individualseniormanagercontracts-ahintofTUde-recognition(ThamesWater,Amersham&BT).NUT&PRP-relatedteacherappraisalSomeTUsayinPRPoperation.agreeperformancecriterianegotiatesizeof"kitty"vs.itsdistributionrepresentingappealsagainstappraisal&payjudgementsdisclosureofinformationviaCentralArbitrationCommittee&monitorsystem'fairness'Afewunfairdiscriminationcases(sex/race&merit-pay)ReportsonBritishRail&TSSAPRPvs.Commitment-compatibilityinpractice IndividualPRPrewardsnarrow&short-termachievement?underminegroupcooperation&longer-termgoals?

Corporatefinancialconstraints+evidenceweakresultsmaylimitprofit-sharingpay-outs&bonusesDisappointment-disaffectionProceduralinjustice–subjectivity&inconsistencyèdisaffection individualPRP:moreintunewith'hard'HRM.employeeappraisal-ajudgmentalprocesspenaltiesfromfailuretomeetstandards.managementcontroloverthepaybill?Individualdeals>across-the-board,cost-of-livingincreases.Comparewith'soft’developmentalHRMPRPvs.Commitment-compatibiReward&employeeflexibilityintasks/duties

perennialmanagerialgoal.Managerprerogativetodistributework“rationally&flexibility”?CountervailingemployeepressuretostructuretheuseoflabourReasonablenessundercontract(notinmyjobdescription)theUnioncustom&practice,(workerculture) Job-evaluatedgradingstructuresfacilitateflexibilityintheperformanceoftasks.Trueorfalse?Reward&employeeflexibilityJob-evaluatedgradingstructuresLargemechanistic,bureaucracies.

Principlesestablishainternallyconsistentsetofjobratesevaluatethejobnotthepersondoingit.ensurerelativities:internalequity.Systematicallycompare&measuredifferentjobswithinthesameorganizationIfindividualperformancemeritsit-PROMOTE.

JEgradingstructureslacksensitivitytoexternalmarketpressures.STEEPLEpressuresflexibilityimperativesintensifyJob-evaluatedgradingstructurRewardstructureossificationCivilService&localauthorities-paysupplementsforshortagejobs(responsetolabourmarket).

Canunwieldygradingstructures&demarcationscopewith

jobredesign,technologicalchange&newproductionmethods?teamorcellularworking&flexibilityacrossskills&tasks?changingorganizations-lean,flexiblestructuresdynamiccircumstances-stressadaptiveperformancebeyondrigid,ossifiedjobdescriptions&evaluatedgrades.RewardstructureossificationCGrow,develop,perform!Out-growjob&bepromoted!Jobevaluationnotabandoned.WIRS1980-90-workplaceswithJ.Evalschemesrisefrom21-26%Countervailingpressure-equalpaylegislation(evaluatedstructures)Incompatibilityofjob-evaluationwithPRP?

Modifythestructures.How?Basegradesongenericjobdescriptions&broadbands(flexibilityoftaskperformance).Movefromgrades&fixedincrements,tomin-maxranges&givescopeforindividualperformance.Grow,develop,perform!Out-g'Growthstructures'-formalcareerpaths&fessionalandtechnicaljobfamiliesachievementofqualifications&competencestandards(motiononlywhenvacanciesarise).harmonisemanual&white-collarterms&conditionsmulti-skillingPromotionrouteforthe'good'technician,nurse,scientistorengineer–notbecauseyouareamanager.The"nursingconsultant"Thetechnicalconsultant(programmer)'Growthstructures'-formalcAsurfeitofricheshigherEeexpectations–notallcanbefulfilled.payforunwantedskills?Flexibilitywedon’tneed.extendedgrades,growth&skillsacquisitionstructures.Managersover-estimate&don'tuse.Pirelli–AberdareLowstaffturnover&localunemploymentSuspendtheskillacquisitionschemeAsurfeitofricheshigherEeePRPmayinhibit>encourageflexibility.personalizedtargetscanencouragearigid,narrowfocusonshort-termobjectives.LessattentiontodailytasksthantargetsheetsEeasa'labourcontractor',performancejudgedon"contractmeasures"vs.widerperformancecriteria(future&potential).iftargetsareuncertain,fixedpaycontractsrestrictthescopeforflexibility&discretion.PRPmayinhibit>encouragefl

Reward&qualityquality>costorvolume–today'simperative'leaner'production-combinespeed+qualitymaintenanceTQMinitiativesraisequestionsaboutthestructure&administrationofrewardsystems.Schonberger(1992) 'Oncereward&recognitionwerereducibletolittlemorethantwomonetarynumbers,wages&benefits....SinceTQMisacontinuouspushforimprovement,themanagementsystemmustitselfcontinuouslyshift,prod,encourage,praise&reward'(p.21).Implicationsfortherangeofrewardsavailablefrequencyofapplication–theneedtorewardcontinuallymanagementskills.

Reward&qualityquality>coRewardingcontinuously?Newmanagementskills.Establishingvalid&viableperformancecriteriaJudgingiftargetshavebeenmet-assessingtherelationshipbetweenassessedperformance&rewardsInterpersonalskills:coaching,counselling&interviewing.Rewardingcontinuously?NewmaPieceworkSimple,direct,mechanisticpay-outputlink.Controlsmotivation&productivity.Criticismofpieceworkschemesbutwasthereapositivelinkbetweenpiecework&productivity?Prematurerejectionof"economic"man?PieceworkSimple,direct,mecAperformancemanagementbacklash Proposition:Managerscanensurehighperformancebyassessinganemployeeforpaypurposesonceayear,versus Proposition:Acloser,ongoingmanagement-employeerelationshipismorecapableof“motivatingperformance”.

AshiftfromM-bycontroltoM-byleadership.AperformancemanagementbacklLeadersmustensurethatthebroadpictureisknown,understoodrelatethistomeasurablepersonal&teamobjectivesaidjobsatisfactionthroughfeedback-performance&objectives.discriminateintherewardgiven–standardvs.exceptionalunderstandtheiraccountabilityforpeople.sendoutclearquality&performancemessages.BasedonStorey'sreportofNatWestLeadersmustensurethatthebrWarningwithoutrequisiteskills,P-systemmaybecomediscredited.HRMguidancetolinemanagersonschemeoperationtightdefinitionsofperformanceobjectivesassessedperformancelevelsthedistributionofmarkingsstimulatesresentmentoverpersonnelintrusionWarningwithoutrequisiteskillPayandthepursuitofquality"wetakequalityseriouslybysettingquality-relatedtargetsandcreatingapay-qualitylink"Symbolismandcredibility.USCarcompanycase:Employeesunconvincedofcompanycommitmenttoquality.Dept.managerssettargets(withbonuses)forQ-relatedgroupactivities.RankXerox:Europeanexecutiveperformancepartlylinkedtocustomersatisfaction&loyaltytargets.Bonuses:upto30%ofsalary.PayandthepursuitofqualityLinkingpaytobehaviourtraitsrelatedtoquality.Paytiedtotreatmentofinternal&externalconsumers-behaviourswhichsatisfyconsumerneeds.

HayConsultancy3-categoryratingsystemindividualsevaluatedforbasepayonsuchvariablesasabilitytocommunicatecustomerfocus–criticaltoTQMeffortabilitytoworkinateam.

Managersratedonemployeedevelopmentgroupproductivity&leadership.

Variablepaybasedonnotmeetingcustomerexpectationsmeetingthemexceedingthem

LinkingpaytobehaviourtraitCo-wideindicatorsofQ-performancelinkedtobonuses.ElidaGibbs(non-managementemployees)

Bonusrelatedtosalesturnover&customerservicetargets.difficulttoestablishviableQ-measures.resourcehungryQAadministrationandsurveying

ManyorganizationshaveselectedsystemsrelatingpaytoindicatorsofindividualgrouporcompanyperformanceCo-wideindicatorsofQ-perforRewards&StrategicIntegration:DistinctiveApproach?Proposition:UKrewardssystemshavebeenselectedbyrationaleanalysisèsystematicevaluationofpayalternatives.Anover-simplification?complexities&'irrationalities'ofmanagerialdecision-making

Howdowetestthis?

Littleresearchintoevolutionofrewardssystems&relateddecision-makingprocesses.Suspicion:managementrarelyconsidersP-systemasawholechangesdrivenbyshort-termreactiontolocallabourmarketpressures.

Rewards&StrategicIntegratioCasereportsofrewards-business&culturechange.Selectivityofcasestudies:posthoc,rationalization&justificationdown-playdifficulties&exaggeratebenefits.ButFinancesector&privatisation(PostOffice,BT,publicutilities)Deregulation&competitionwiderservices-moremarketingandproductinnovation

Successdependsonchangingemployeeattitudes&valuesshiftintraditional,managerialculturesRewards(esp.PRP)arecentral–toreinforceperformanceculturenotjustrevisedremunerationbutculturalchangebreakdownpaternalism&bureaucraticcentralismCasereportsofrewards-busi演講完畢，謝謝觀看！演講完畢，謝謝觀看！HRMand

RemunerationSystemsHRMand

RemunerationSystemsRewards&methodsofrewardThewage-workbargain.Centraltoemploymentrelationship®ulationOffer–Acceptance-Consideration(incentivepackage)unilateralorbargained?Buyer-sellerpower?Tailoredorstandardised?Individualorcollective?TheCashNexusEnidMumford’scontractsRewardssystemsvs.Payrolladmin.Rewards&methodsofrewardThePay-offsintheEmployer-EmployeeRelationshipKnowledge&skill

Erwantsknow-how,competence,experience. Eewantstobeputtogooduse&bedevelopedEfficiency/rewards

Erwantsperformance&qualityoutput.Eewantsequity,felt-fairrewards&opportunityEthical-values&commitmentsinright/wrongbehaviourPsychological

Mgt&co-workerswantcommitted,loyal,motivatedpeople.IndividualwantssatisfactionTaskstructure

-workwithinpolicy,procedure&technicalconstraints.Jobs,workarrangements(Mumford1972)Keep-TPay-offsintheEmployer-EmplIssuesinpaypolicy,package&administrationIntegrateEe.performancewithcompetitiveadvantage?Smooth,reliable,lowrisk,transactions.Handingoverthecash:personalorseparated?Traditionalmethodsprevail.Wherearetheinnovations?Paypolicy-closetmanagement?

HRMpolicy-maker,practitioner&academicinterests?RewardscentraltoHRMmodels?Theory&practice.Partial?Coherent?robust?Thin,incompletepictureandtreatment?Issuesinpaypolicy,packageTixylixPrescription(readthelabel)Proposition:

RewardsystemXèwillbenefitorganisationalefficiency&effectivenessEmployer

Ourpolicyshouldproperlyreward&motivatestafftocontributeeffort,expertise&commitmentinlinewithorganisationalobjectives.Ourrewardsystemmustberightforthe‘firm’(paybill&administration)&employees(attracting,motivating,retainingtherightstaff).Employee(felt-fair,equity,expectancytheory)

“therewardsystemshouldreflectmywork&itsdemandsonme,myvalue(formykindofwork)within‘labourmarket’(internal/xternal).Itshouldsatisfymewhencomparingmyrewardswithwhatothersgetforthesamekindofwork”.TixylixPrescription(readtheContextandPressuresPorter-productinnovation+costleadershiplowlabourcostsvs.recruitment,retention&motivation"Rateforthejob"–jobclass&worktechnologyLocationinlowwageeconomiescommitment&flexibilityConvergence:white/blue,office/factory–competenciesTeam-working,flexibility,harmonisationRegionalmarketforces(theCity,Leeds,Delhi).Labourmobility(betweenoccupations+Europe)Salaryleagues(MNCs&Euro/globalmanager)ContextandPressuresPorter-ExaminingRewardSystemConceptsandPracticesPatternsandtrendsinpolicy&practice?PropositionsandAssumptions?Testsforthepropositions/hypotheses?Competingconceptsandperceptions?Veracityoftheimperatives?ExaminingRewardSystemConcepDeterminism,RhetoricandVerificationDebate:determinism:individualperformanceèpayPayèindividual/groupperformancePRPparadigmshift–rhetoricvs.practice‘seachange'ortraditional'adhocery'extentofchange(coverage&operation)innovation-forthefeworthemany?normativeassumptionsintheuseofrewardsystemscentraltoormarginalinSHRM?Underutilised&sophisticatedmechanismsorcrude,problematictoolstodriveperformance?Determinism,RhetoricandVeriEvidenceforrewardsystemdevelopmentsreinforcingorganisationaltransformationsSomenew,distinctivefeaturesinpolicy&practice.Dothe“claims”-deliver?Areourconceptsof'appropriate'or'viable'payrigorousenough?Whataretheseperceptionsandwhat"hold"dotheyhave?EvidenceforrewardsystemdevePaymentSystems1945–2000Distinctivefeatures?Howhavesystemschangedovertheyears?Currenttrends?AHolyGrailquestfora‘perfect'paysystem?Fads,fashions&cycles.

Since1945TraditionalsystemshaveevolvedslowlySomeinnovativeandmarginalchangesNewsolutionsassociatedwithSTEEPLE.PaymentSystems1945–2000DisDesignFeaturesofPaysystemsMonetarynotrelatedtoperformance-timeperformance-linkedOutput,%,PRP,meritpay,commission,skill-basedcollective-outputschemesCorporateperformancerelatedbonuses+profitparticipationMonetary-equivalentCar,phone,holidays,loans,accommodation,fees,vouchersDeferred(promotion,pension)Non-monetary-status,recognition,plaques,empowermentIntrinsicbenefitsNegativespressure,penalties,harassmentside-lining,dismissal

DesignFeaturesofPaysystemsSamEilononRewardSchemesEilon,S,1992,Managementpractice&mispractice,Routledge.http://sol.brunel.ac.uk/~jarvis/bola/rewards/rewards.html

integraltomanagerialplanningandcontrolprocesses.shouldnotbeconsideredinisolation.Rulesguide,butnotethecontradictions&dilemmas.Rigidimplementationmayhaveawkwardconsequences.Thereismoretoasimplecarrot&stick,effort-