HRMandRemunerationSystems（英文版）.pptx

HRMandRemunerationSystems（英文版）.pptx

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HRMandRemunerationSystems,Rewards&methodsofreward,Thewage-workbargain.Centraltoemploymentrelationship®ulationOfferAcceptance-Consideration（incentivepackage）unilateralorbargained?

Buyer-sellerpower?

Tailoredorstandardised?

Individualorcollective?

TheCashNexusEnidMumfordscontractsRewardssystemsvs.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:

RewardsystemXwillbenefitorganisationalefficiency&effectivenessEmployerOurpolicyshouldproperlyreward&motivatestafftocontributeeffort,expertise&commitmentinlinewithorganisationalobjectives.Ourrewardsystemmustberightforthefirm（paybill&administration）&employees（attracting,motivating,retainingtherightstaff）.Employee（felt-fair,equity,expectancytheory）“therewardsystemshouldreflectmywork&itsdemandsonme,myvalue（formykindofwork）withinlabourmarket（internal/xternal）.Itshouldsatisfymewhencomparingmyrewardswithwhatothersgetforthesamekindofwork”.,ContextandPressures,Porter-productinnovation+costleadershiplowlabourcostsvs.recruitment,retention&motivationRateforthejobjobclass&worktechnologyLocationinlowwageeconomiescommitment&flexibilityConvergence:

white/blue,office/factorycompetenciesTeam-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:

individualperformancepayPayindividual/groupperformancePRPparadigmshiftrhetoricvs.practiceseachangeortraditionaladhoceryextentofchange（coverage&operation）innovation-forthefeworthemany?

normativeassumptionsintheuseofrewardsystemscentraltoormarginalinSHRM?

Underutilised&sophisticatedmechanismsorcrude,problematictoolstodriveperformance?

Evidencefor,rewardsystemdevelopmentsreinforcingorganisationaltransformationsSomenew,distinctivefeaturesinpolicy&practice.Dothe“claims”-deliver?

Areourconceptsofappropriateorviablepayrigorousenough?

Whataretheseperceptionsandwhatholddotheyhave?

PaymentSystems19452000,Distinctivefeatures?

Howhavesystemschangedovertheyears?

Currenttrends?

AHolyGrailquestforaperfectpaysystem?

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.,EilonsRulesofThumb,Incentives-notconfinedtomonetary-seenon-monetary.Attainmentsrewards:

levels&rewardsshouldbeclear.Theactualeffort/responsibilitylink?

Individualgoals/attainment&dept/orgn.GoalsIndividualattainmentvs.whatothersmustachieve?

Rewardsforhelpingothers-supportstaff.Re-structuring:

jeopardiserewardpossibilities?

Products&workingpracticeschange?

FuturepayprospectsshouldnotunderminewhatEehasalreadyachieved.Benefitinpenalisingundesirableresultsorbehaviour?

PeriodicReviews-schemeobjectivesmustremainvalid.,Componentsinpaybytimeschemes,simpletoadministerdefinedtimeF/T,P/T,mixed-time,casual.Notime,nopay?

Hourly,weekly,annualPremiums1.5T,2T,nights,“doorknobsyndrome”Controlmechanisms&toolsclocks,supervision,timesheets?

Jobevaluation-evaluatethejobnotthepersondoingitFlexi-timeschemesSupervision&performance“Whenthecatsaway”?

Assumetrust,confidence,competence&diligenceOff-siteworking.Isactualpresencenecessary?

WorkforErinErtimeversus.inyourtime?

Assumefidelity,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&participationpay?

SocialengineeringassumptionsRewardsfromcapitalgains÷ndslongtermThesmallprintsharepricescangoupordown!

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.ACASonappropriatenessapaymentsystemhasabetterchanceofsuccessifitiscarefullyselected&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,IncomespoliciesnationalandpublicsectorcontrolsPrivatisation&deregulationoflabourmarketEmployeeshareownershipNationalminimumwage&48-hourrulingEqualpay&equalopportunitiesTaxationCastigationofhighexecutivepaybutnoregulation.,HRMmodels?

Proposition:

Reward.akeypolicy-makinglevertoachieveCommitmentFlexibilityQualityStrategicintegration.Linksbetweenrewards&suchgoalsarenotnew.Butpetitiveadvantage&theargumentforstrategicintegration.Isthereevidence?

TightandLooseViews,Looserresponsesaremoreadhoc,reactive&opportunistic.Tightcoherent,managerialrationaleexists-rewardsystemselectionsensitivetobusinesscircumstances&needsrewardsunderpinbroaderbusinessplansdiversification&productlifecyclestrategiescompanyre-structuring,flexibility&culturechangesupportotherHRMinterventions.ButAretheeffortssotightlyarticulated?

Theory+consistencyinapplication&outcome.,Haveorganisationschangedtheirapproachtopay?

individualperformance-relatedormerit-basedpayschemesindividualisationofpay-public&private-filtersdownthehierarchy.ACAS（1985-88）40%modifyP-systemscloserpay-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&loyaltyTaylor,McGregor&Herzbergweakencompeting（oftencollective）interestsHaltthedilutionofmanagerialprerogatives.PESTconditionshelpmanagerialrecoveryNewparticipatione.g.shareownership&profit-sharingstatutorysupport,Butaretheschemeseffective?