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Evidence Based Reward Management: Creating Measurable Business Impact from Your Pay and Reward Practices
     

Evidence Based Reward Management: Creating Measurable Business Impact from Your Pay and Reward Practices

by Michael Armstrong, Duncan Brown, Peter Reilly
 

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Evidence-based Reward Management presents an analysis of the current failure of organizations to assess the effectiveness of pay and reward practices. It considers the reasons for this and outlines the damaging consequences of it. By examining recent developments in human capital information and measurement it looks at how HR can construct effective

Overview

Evidence-based Reward Management presents an analysis of the current failure of organizations to assess the effectiveness of pay and reward practices. It considers the reasons for this and outlines the damaging consequences of it. By examining recent developments in human capital information and measurement it looks at how HR can construct effective reward for improved performance, both for the individual and organization.
The authors present the tools, and techniques that can be applied to practice evidence-based reward management, including a model which sets strategic goals, reviews current policies, looks at how to pilot and make changes and improvements and explains how to monitor and adapt on an ongoing basis.
Fully illustrated with case studies including McDonald's, Standard Chartered Bank, and KPMG, Evidence-based Reward Management will help HR professionals to assess and communicate the effectiveness of reward in a meaningful and informed way.

Editorial Reviews

From the Publisher

"This book is what pragmatic, business-focused HR directors have been waiting for, for years; how to justify the huge spend on rewards with hard data. Another milestone on the journey of HR from overhead to true business partner." -- Carolyn Gray, Group HR Director, Guardian Media Group

"In this wake-up call for human resources professionals, Armstrong explains how to measure the impact of employee pay and reward systems on organizational performance and gives advice on constructing effective pay and reward practices at the individual and organization level. The first three chapters of the book offer a framework for understanding the concepts of evidence-based management and evidence-based reward management. The second part of the book deals with the processes of evidence-based reward management, with chapters on reviewing reward, measuring and evaluating reward, and developing and implementing reward. Six case studies from large organizations in corporate and local government settings illustrate how organizations are wrestling with these issues." -- Book News Inc.


"Successful reward policies make a material difference to the performance of an organization. Challenging HR to consistently adopt the disciplines routinely used for other investment decisions is the right approach." -- Imelda Walsh, HR Director, J Sainbury

Product Details

ISBN-13:
9780749456566
Publisher:
Kogan Page, Ltd.
Publication date:
08/28/2010
Pages:
268
Product dimensions:
6.50(w) x 9.50(h) x 1.00(d)

What People are Saying About This

From the Publisher
"This book is what pragmatic, business-focused HR directors have been waiting for, for years; how to justify the huge spend on rewards with hard data. Another milestone on the journey of HR from overhead to true business partner." — Carolyn Gray, Group HR Director, Guardian Media Group

"In this wake-up call for human resources professionals, Armstrong explains how to measure the impact of employee pay and reward systems on organizational performance and gives advice on constructing effective pay and reward practices at the individual and organization level. The first three chapters of the book offer a framework for understanding the concepts of evidence-based management and evidence-based reward management. The second part of the book deals with the processes of evidence-based reward management, with chapters on reviewing reward, measuring and evaluating reward, and developing and implementing reward. Six case studies from large organizations in corporate and local government settings illustrate how organizations are wrestling with these issues." — Book News Inc.

"Successful reward policies make a material difference to the performance of an organization. Challenging HR to consistently adopt the disciplines routinely used for other investment decisions is the right approach." — Imelda Walsh, HR Director, J Sainbury

Meet the Author


Michael Armstrong is Joint Managing Partner of e-reward and former Chief Examiner of the Chartered Institue of Personnel and Development (CIPD). His books have sold over 500,000 copies worldwide and are translated into over 20 languages. Among them are Armstrong's Handbook of Human Resource Management, Armstrong's Handbook of Performance Management, Armstrong's Handbook of Management and Leadership and, with Duncan Brown, Strategic Reward (all published by Kogan Page).
Duncan Brown is Director of Reward Services at the Institute for Employment Studies. He has more than 20 years experience in reward consulting and research with firms including PricewaterhouseCoopers and Towers Perrin. He also spent five years as Assitant Director General at the Chartered Institute of Personnel and Development (CIPD). He has an MA from Cambridge University, MBA from the London Business School and is a Chartered Fellow of the CIPD.
Peter Reilly is the Director of Research and Consultancy at the Institute for Employment Studies. He joined IES in 1995 after a 16 year career with Shell. At IES he undertakes a range of reward projects and is a regular speaker and commentator on this subject.

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