Strategic Reward Management: Design, Implementation, and Evaluation

  • 9h 39m
  • Robert L. Heneman
  • Information Age Publishing
  • 2002

The contents of this book center around the management of strategic reward systems. In particular, the book focuses in on the following elements of managing a reward system: design, implementation, and evaluation. It is my belief that too much time is spent on the administration of strategic reward systems at the expense of these other activities that add more value than does administration to the organization.

Moreover, it is very important to remember that the management of reward systems takes place in a larger context that must be accommodated when designing, implementing, and evaluating strategic reward systems. This larger context includes the business environment, business strategy, and compensation strategy. Elements of the environment include the internal environment (organizational structure, business processes, HR systems) and external environment (laws and regulations, labor markets, and unions).

The collection of articles presented throughout the book is very concerned with the fit of strategic reward management with the business environment, business strategy, and compensation strategy. Research has clearly documented the importance of this "fit" to organizational effectiveness (Gomez-Mejia & Balkin, 1992). A practical illustration makes the point as well. Taco Bell was found guilty in a class action suit by current and former employees. In order to keep the number of labor hours low in a productivity formula used to grant bonuses to managers, employee time sheets failed to account for overtime hours by employees. Failure to pay attention to the legal context in designing, implementing, and evaluating a strategic reward program cost Taco Bell millions of dollars (Gatewood, 2001).

Although all of the readings in the book focus in on the management of strategic rewards in the larger business context, the readings are organized by topical area. The selection of topics is simply based on my writing interests and do not reflect the entire domain of important topics in strategic reward management.

About the Author

Rob Heneman is a Professor of Management and Human Resources and Director of Graduate Programs in Labor and Human Resources in the Max M. Fisher College of Business at the Ohio State University. Rob has a Ph.D. in Labor and Industrial Relations from Michigan State University, an M.A. in Labor and Industrial Relations from the University of Illinois at Urbana-Champaign, and a B.A. in Economics and Psychology from Lake Forest College. Prior to joining the Ohio State University, Rob worked as a Human Resource Specialist for Pacific Gas and Electric Company. Rob's primary areas of research, teaching, and consulting are in performance management, compensation, staffing, and work design. He has over 70 publications. He has received over $1 million in funds for his research from the Work in America Institute, AT&T Foundation, Ford Motor Company, World at Work, State of Ohio, Society for Human Resource Management, and the Kauffman Center for Entrepreneurial Leadership.

In this Book

  • Compensation Systems in the Global Context
  • The Changing Nature of Work and its Effects on Compensation Design and Delivery
  • Performance-Based Pay Plans
  • Hybrid Reward Systems for Virtual Organizations: A Review and Recommendations
  • Alternative Rewards in Unionized Environments
  • Alternative Rewards in Union Settings
  • Competency Pay for Professionals and Managers in Business: A Review and Implications for Teachers
  • Corporate Business Strategies and Compensation Strategies
  • Contextual Determinants of Variable Pay Plan Design: A Proposed Research Framework
  • Reward System Alignment
  • How to Find, Select, and Evaluate Pay Surveys to Meet Your Organization's Needs
  • Compensation: A Troublesome Lead System in Organizational Change
  • Job and Work Evaluation:A Literature Review
  • Work Evaluation: Current State of the Art and Future Prospects
  • Balancing Group and Individual Rewards: Rewarding Individual Contributions to the Team
  • Team Pay for Novice, Intermediate, and Advanced Teams
  • The Assessment of Performance: Focusing Attention on Context, Process, and Group Issues
  • Merit Pay
  • A Survey of Merit Pay Plan Effectiveness: End of the Line for Merit Pay or Hope for Improvement?
  • Pay for Skills, Knowledge, and Competencies
  • The Limited, INC.: Using Strategic Performance Management to Drive Brand Leadership
  • Ability and Effort Weights in Pay Level and Pay Increase Decisions
  • Pay Increase Satisfaction: A Reconceptualization of Pay Raise Satisfaction Based on Changes in Work and Pay Practices
  • Modeling the Relationship between Pay Level and Pay Satisfaction
  • Case Study: Using Employee Attitude Surveys to Evaluate a New Incentive Pay Program
  • Total Rewards Management
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