薪酬管理_hrm and remuneration systems

HRMandRemunerationSystems Rewards methodsofreward Thewage workbargain Centraltoemploymentrelationship regulationOffer Acceptance Consideration incentivepackage unilateralorbargained Buyer sellerpower Tailoredorstandardised Individualorcollective TheCashNexusEnidMumford scontractsRewardssystemsvs Payrolladmin Pay offsintheEmployer EmployeeRelationship Knowledge skillErwantsknow how competence experience Eewantstobeputtogooduse bedevelopedEfficiency rewardsErwantsperformance qualityoutput Eewantsequity felt fairrewards opportunityEthical values commitmentsinright wrongbehaviourPsychologicalMgt co workerswantcommitted loyal motivatedpeople IndividualwantssatisfactionTaskstructure workwithinpolicy procedure technicalconstraints Jobs workarrangements Mumford1972 Keep T Issuesinpaypolicy package administration IntegrateEe performancewithcompetitiveadvantage Smooth reliable lowrisk transactions Handingoverthecash personalorseparated Traditionalmethodsprevail Wherearetheinnovations Paypolicy closetmanagement HRMpolicy maker practitioner academicinterests RewardscentraltoHRMmodels Theory practice Partial Coherent robust Thin incompletepictureandtreatment TixylixPrescription readthelabel Proposition RewardsystemX willbenefitorganisationalefficiency effectivenessEmployerOurpolicyshouldproperlyreward 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 ContextandPressures Porter 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 ExaminingRewardSystemConceptsandPractices Patternsandtrendsinpolicy practice PropositionsandAssumptions Testsforthepropositions hypotheses Competingconceptsandperceptions Veracityoftheimperatives Determinism RhetoricandVerification Debate determinism individualperformance payPay individual groupperformancePRPparadigmshift rhetoricvs practice seachange ortraditional adhocery extentofchange coverage operation innovation forthefeworthemany normativeassumptionsintheuseofrewardsystemscentraltoormarginalinSHRM Underutilised sophisticatedmechanismsorcrude problematictoolstodriveperformance Evidencefor rewardsystemdevelopmentsreinforcingorganisationaltransformationsSomenew distinctivefeaturesinpolicy practice Dothe claims deliver Areourconceptsof appropriate or viable payrigorousenough Whataretheseperceptionsandwhat hold dotheyhave PaymentSystems1945 2000 Distinctivefeatures Howhavesystemschangedovertheyears Currenttrends AHolyGrailquestfora perfect paysystem Fads fashions cycles Since1945TraditionalsystemshaveevolvedslowlySomeinnovativeandmarginalchangesNewsolutionsassociatedwithSTEEPLE DesignFeaturesofPaysystems Monetarynotrelatedtoperformance 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 SamEilononRewardSchemes Eilon S 1992 Managementpractice mispractice Routledge http sol brunel ac uk jarvis bola rewards rewards htmlintegraltomanagerialplanningandcontrolprocesses shouldnotbeconsideredinisolation Rulesguide butnotethecontradictions dilemmas Rigidimplementationmayhaveawkwardconsequences Thereismoretoasimplecarrot stick effort rewardrelationship Eilon sRulesofThumb Incentives notconfinedtomonetary seenon monetary Attainments rewards levels rewardsshouldbeclear Theactualeffort responsibilitylink Individualgoals attainment dept orgn GoalsIndividualattainmentvs whatothersmustachieve Rewardsforhelpingothers supportstaff Re structuring jeopardiserewardpossibilities Products workingpracticeschange FuturepayprospectsshouldnotunderminewhatEehasalreadyachieved Benefitinpenalisingundesirableresultsorbehaviour PeriodicReviews schemeobjectivesmustremainvalid Componentsinpaybytimeschemes simpletoadministerdefinedtime 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 Payforperformancesystems Jobdefinition MbO method workstudy Informationandcontrol PRP meritpay skill basedschemes InformationrequirementsManagerappraisalandjudgementMeasurable targetedPRP narrowlydefined Paylinkedtoconcreteindividualorgrouptargets Individualmerit behavioural traits e g flexibility cooperation punctuality Staffappraisalratingcriteria Skill physical mentalcapabilities Automaticonqualification Performance related Annualincrements Collective outputschemes workgroup plantorcompanyperformance bonus fixedor ofstandardpay automaticforachievementoftargetedoutput profit salesoraddedvalueGenerallydonotrequireemployeeappraisalormanagerialdiscretion nottopay Schemeformula complexity visibilityoftargetsachieved Employeeshareownershipschemes Seniormanager ownersExtensionofownership participation pay SocialengineeringassumptionsRewardsfromcapitalgains dividends longtermThe smallprint sharepricescangoupordown Dependentuponcapitalbeingavailable tobuysharesforemployees Lupton Gowler Selectingapaymentsystem 1969 Analyticalframeworkfor selecting apaymentsystemcontingencyapproach normative rationalframework Proposition choicescan shouldbebaseduponrecognitionofmanagerialgoalsmanagerappreciationofinternal externalcircumstances BUTradicalchoiceordoP systemsmerelyevolve Traditionalschemes vs whatalternatives Managerial employeepreferences Prevailingexpectations Whattrendsarediscernable Payschemedevelopment contingencyandchoice Proposition designtheP systemtofitthegoal circumstances True How Evidence managerialresponsetointernal externaldemands Whythesedesigns Reactiveorproactive How howfrequently Whoisinfluentialindesign Institutionalpromotion reformofpaydetermination informed prescriptions recommendationsNBPI CIR ACAS CBI IoD IPD TUs DfEE ACASon appropriateness apaymentsystemhasabetterchanceofsuccessifitiscarefullyselected shapedtomeetthespecificneedsoftheorganization workgroupinwhichitistoapply Paydevelopments pieceworkschemes1945 1960stimulatedbylabour productmarketpressures wellsuitedtohigh volume low costproductionwhatweretheproblemsItemisation localbargaining Gold bricking productivitybargaining1960stomid 1980ssearchforcontrol societaljustification incomespolicy Manning demarcation craftflexibility Jobenlargement workrestructuring ParticipationinEquityPerformance relatedpay1980s todate Governmentalintervention Incomespolicies nationalandpublicsectorcontrolsPrivatisation deregulationoflabourmarketEmployeeshareownershipNationalminimumwage 48 hourrulingEqualpay equalopportunitiesTaxationCastigationofhighexecutivepay butnoregulation HRMmodels Proposition Reward akeypolicy makinglevertoachieveCommitmentFlexibilityQualityStrategicintegration Linksbetweenrewards suchgoalsarenotnew Butnow competitiveadvantage theargumentforstrategicintegration Isthereevidence Tight and Loose Views Looser responsesaremoreadhoc reactive opportunistic Tight coherent managerialrationaleexists rewardsystemselectionsensitivetobusinesscircumstances needsrewardsunderpinbroaderbusinessplansdiversification productlifecyclestrategiescompanyre structuring flexibility culturechangesupportotherHRMinterventions ButAretheeffortssotightlyarticulated Theory consistencyinapplication outcome Haveorganisationschangedtheirapproachtopay individualperformance relatedormerit basedpayschemes individualisation ofpay public private filtersdownthehierarchy ACAS 1985 88 40 modifyP systems closerpay performancelink Byend19924 000approvedprofit relatedpayschemes 1millionemployees 2000employeeshareownership 3million WIRS1990meritpaymoreprevalentatseniormanagerlevelevidenceinadmin 33 skilledmanual 25 Arethesedeep structural qualitative strategicchanges PayandHRMgoals commitment flexibility quality featuresandcontexts potentialtensionsinthelinkages thedynamicsforchange Reward commitment longhistory on goingmanagementconcernmotivation performance incentivestostrengthenidentification loyalty Taylor McGregor Herzbergweakencompeting oftencollective interestsHaltthedilutionofmanagerialprerogatives PESTconditionshelpmanagerialrecoveryNew participatione g shareownership profit sharingstatutorysupport Butaretheschemeseffective Researchinto participation staffattitudesreturnsambiguousresults Somepositiveimpact withdoubtsProblem Isolatingthe participationvariable corporateperformance Otherinvolvementtechniquesinthechangeprogrammes Blinder USAstudy thewayworkersaretreatedmayboostproductivitymorethanthewaytheyarepaid Visible meaningfulwaystolock intheindividual Dialogue bonding Performanceappraisal forces directcommunicationStrengthenlinemanager employeerelationshipIndividualisetheeffort rewardbargainNoexternal3rdparty Underminecollectivebargaining Profit shareinitiativesreduceTUorientation PRPschemes lessinevidencewhereTUsarestrong De recognition Reportson BritishRail 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 PRPvs Commitment compatibilityinpractice IndividualPRPrewardsnarrow short termachievement underminegroupcooperation longer termgoals Corporatefinancialconstraints evidenceweakresultsmaylimitprofit sharingpay outs bonusesDisappointment disaffectionProceduralinjustice subjectivity inconsistency disaffectionindividualPRP moreintunewith hard HRM employeeappraisal ajudgmentalprocesspenaltiesfromfailuretomeetstandards managementcontroloverthepaybill Individualdeals across the board cost of livingincreases Comparewith soft developmentalHRM Reward employeeflexibilityintasks duties perennialmanagerialgoal Managerprerogativetodistributework rationally flexibility CountervailingemployeepressuretostructuretheuseoflabourReasonablenessundercontract notinmyjobdescription theUnioncustom practice workerculture Job evaluatedgradingstructuresfacilitateflexibilityintheperformanceoftasks Trueorfalse Job evaluatedgradingstructures Largemechanistic bureaucracies Principlesestablishainternallyconsistentsetofjobratesevaluatethejobnotthepersondoingit ensurerelativities internalequity Systematicallycompare measuredifferentjobswithinthesameorganizationIfindividualperformancemeritsit PROMOTE JEgradingstructureslacksensitivitytoexternalmarketpressures STEEPLEpressuresflexibilityimperativesintensify Rewardstructureossification CivilService localauthorities paysupplementsforshortagejobs responsetolabourmarket Canunwieldygradingstructures demarcationscopewithjobredesign technologicalchange newproductionmethods teamorcellularworking flexibilityacrossskills tasks changingorganizations lean flexiblestructuresdynamiccircumstances stressadaptiveperformancebeyondrigid ossifiedjobdescriptions evaluatedgrades Grow 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 Growthstructures formalcareerpaths criteria professionalandtechnicaljobfamiliesachievementofqualifications competencestandards cf promotiononlywhenvacanciesarise harmonisemanual white collarterms conditionsmulti skillingPromotionrouteforthe good technician nurse scientistorengineer notbecauseyouareamanager The nursingconsultant Thetechnicalconsultant programmer Asurfeitofriches higherEeexpectations notallcanbefulfilled payforunwantedskills Flexibilitywedon tneed extendedgrades growth skillsacquisitionstructures Managersover estimate don tuse Pirelli AberdareLowstaffturnover localunemploymentSuspendtheskillacquisitionscheme PRPmayinhibit encourageflexibility personalizedtargetscanencouragearigid narrowfocusonshort termobjectives LessattentiontodailytasksthantargetsheetsEeasa labourcontractor performancejudgedon contractmeasures vs widerperformancecriteria future potential iftargetsareuncertain fixedpaycontractsrestrictthescopeforflexibility discretion Reward quality quality costorvolume today simperative leaner production combinespeed qualitymaintenanceTQMinitiativesraisequestionsaboutthestructure administrationofrewardsystems Schonberger 1992 Oncereward recognitionwerereducibletolittlemorethantwomonetarynumbers wages benefits SinceTQMisacontinuouspushforimprovement themanagementsystemmustitselfcontinuouslyshift prod encourage praise reward p 21 Implicationsfortherangeofrewardsavailablefrequencyofapplication theneedtorewardcontinuallymanagementskills Rewardingcontinuously Newmanagementskills Establishingvalid viableperformancecriteriaJudgingiftargetshavebeenmet assessingtherelationshipbetweenassessedperformance rewardsInterpersonalskills coaching counselling interviewing Piecework Simple direct mechanisticpay outputlink Controlsmotivation productivity Criticismofpieceworkschemesbutwasthereapositivelinkbetweenpiecework productivity Prematurerejectionof economic man Aperformancemanagementbacklash Proposition Managerscanensurehighperformancebyassessinganemployeeforpaypurposesonceayear versusProposition Acloser ongoingmanagement employeerelationshipismorecapableof motivatingperformance AshiftfromM bycontroltoM byleadership Leadersmust ensurethatthebroadpictureisknown understoodrelatethistomeasurablepersonal teamobjectivesaidjobsatisfactionthroughfeedback performance objectives discriminateintherewardgiven standardvs exceptionalunderstandtheiraccountabilityforpeople sendoutclearquality performancemessages BasedonStorey sreportofNatWest Warning withoutrequisiteskills P systemmaybecomediscredited HRMguidancetolinemanagersonschemeoperationtightdefinitionsofperformanceobjectivesassessedperformancelevelsthedistributionofmarkingsstimulatesresentmentoverpersonnelintrusion Payandthepursuitofquality wetakequalityseriouslybysettingquality relatedtargetsandcreatingapay qualitylink Symbolismandcredibility USCarcompanycase Employeesunconvincedofcompanycommitmenttoquality Dept managerssettargets withbonuses forQ relatedgroupactivities RankXerox Europeanexecutiveperformancepartlylinkedtocustomersatisfaction l