HRM讲义Reward

1、 “the bundle of returns offered in exchange for a cluster of employee contributions” reward is one side of the effort-reward bargain key reward is pay but not the only one reward also includes pensions, holidays, fringe benefits, learning opportunities types of reward qintrinsic internally driven; l

2、inked to work satisfaction, self-actualisation and pride in job or company qextrinsic associated with monetary and non-monetary benefits types of reward qtransactional tangible rewards (pay, pensions, holidays, fringe benefits) qrelational less tangible rewards (working environment, training/learnin

3、g opportunities) interest in total reward total reward combines pay and benefits with other things employees gain from employment skills, experience, opportunity. aim is to develop a package which appeals to your target employees accountco? designed to provide some internal ordering and hierarchy of

4、 jobs. usually involves job evaluation job evaluation involves the systematic application of a set of rules to a given post (not person) the mechanisms underlying the pay progression based on either time or performance performance related pay might be based on output or input and on individual or gr

5、oup performance piecework workers are paid at a flat-rate (piece- rate) for each item/operation completed. piece-rate typically set through work study. merit pay an individualised system of payment in which earnings are related to a subjective assessment of employee performance on the job, typically

6、 the performance appraisal. measured daywork (mdw) a flat day-rate is made to employees provided that they achieve output targets derived from work study estimates. gain sharing output-based incentive operating at the company or workplace level. payment is linked to a measure of value-added. employe

7、e share-ownership employees are granted shares in the company or given the opportunity to purchase them at a favourable price. pay can be contingent on: job via grading structure person and/or performance - via pay system relative internal equity job evaluation non-analytical analytical worth extern

8、al equity labour market rate/relativity job person age seniority/experience qualifications competence behaviour attitudes knowledge performance individual: sales (commission) goods (piecework) objectives (iprp/ merit) group: profits (profit sharing) value added (gain sharing) team target (team pay)

9、originates in psychology seeks to identify the conditions necessary for worker motivation to occur. three conditions required valency, instrumentality and expectancy in order to work, reward systems must be valued, there must be a predictable link between input and performance, and a link between pe

10、rformance and reward lawler 1990 prp or bonuses only work if the link between effort and reward is clear and the value of the reward is worth the effort this is particularly hard to achieve at times of low inflation when pay rises are small incentive pay is seen as crucial to hpw as it impacts on pe

11、rformance typically a universalistic explanation given theory is that pay influences employee attitudes (especially commitment) leading to improved behaviours and better organisational performance no clear view on what pay system is best for hpws some suggest combination of individual and collective

12、 prp; others focus on collective only; few examine structures and levels. may depends on nature of hpws, especially if it involves team working. links more easily to hrm and hpws models than individual prp profit/gain-sharing and employee share ownership are seen to foster organisational commitment

13、often supported by tax breaks in an effort to increase employee identification with firm difficulty is line of sight problem (employees only have limited influence over firms performance) in 2004, performance related payment systems were found in 40 % of british workplaces with 10 or more employees

14、more common in the private sector (44% of workplaces) than in public sector (19 %) 37% of private sector workplaces gave profit- related payments or bonuses and 21% had employee share-ownership schemes lazear big increase in productivity in us windscreen firm following move to piecework but why? pea

15、rce et al no effect of merit pay on performance in us social security administration benson/brown little association between prp and performance in australia and japan kruse and weitzman profit sharing has positive association with performance (but what is cause and effect?) little evidence that ipr

16、p increases employee commitment study by gallie, white, cheng and tomlinson found iprp was associated with higher commitment in commercial sector but not in public sector, but: 1) is this due to iprp or other practices in hrm bundle? 2) suggestion is that prp/performance link is contingent rather th

17、an universalistic. no strong evidence of a link between profit-sharing and commitment high performance models tend to look at pay systems in universalistic terms, ie. they work the same way everywhere other models focus on the need to obtain congruence between organisational circumstances, manageria

18、l aims and pay systems, ie. match. believe that it is important to match pay systems to the organisational objectives key issue is whether pay system fits with other elements in hr system and/or production system (internal fit) most well-known model is schuler and jacksons - links pay policies to whether firm is following a product market strategy based on cost, quality or innovation (external fit). pay is used to integrate business objectives e.g. lawler and schuster and zingham incentive pay can be useful at the g