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

  • 4h 17m
  • Duncan Brown, Michael Armstrong, Peter Reilly
  • Kogan Page
  • 2010

This title 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 the organization.

About the Authors

Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development, joint managing partner of e-reward and an independent management consultant. He has sold over 500,000 books on the subject of HRM (published with Kogan Page), including Armstrong's Handbook of Human Resource Management Practice.

Duncan Brown is a former director in Human Resource Services at PricewaterhouseCoopers.

In this Book

  • Evidence-Based Reward Management—Creating Measurable Business Impact from Your Pay and Reward Practices
  • Introduction
  • The Concept of Evidence-Based Management
  • The Concept of Evidence-Based Reward Management
  • The Reality of Evidence-Based Reward Management
  • The Impact of Evidence-Based HR and Reward Management
  • The Process of Evidence-Based Reward Management
  • Reviewing Reward
  • Measuring and Evaluating Reward
  • Developing and Implementing Reward
  • Conclusions on Evidence-Based Reward Management