1st Edition

The Routledge Companion to Reward Management

Edited By Stephen J. Perkins Copyright 2019
    456 Pages 27 B/W Illustrations
    by Routledge

    456 Pages 27 B/W Illustrations
    by Routledge

    The Routledge Companion to Reward Management provides a prestige reference work and a state-of-the-art compilation, mapping out contemporary developments and debates on rewarding people in employment, and how they relate to business, corporate governance and management.

    Reward management stands at the interdisciplinary interface between economics, industrial relations and HRM, industrial psychology and organizational sociology, and increasingly corporate governance incorporating debates around equity and fairness in and around the employment relationship and wider capital-labour relations. In recent years, trade union decline and widening differentials between those employed at the top of organizations have generated critical commentary in the popular media which can negatively impact on social cohesion.

    Theoretically underpinned but practically oriented, this Companion will synthesise these trends and controversies around issues while tracing conceptual and empirical provenance, currency and future prospects. It will be an invaluable resource for policy makers, practitioners, students and researchers in reward management, corporate governance, management and HRM seeking convenient access to an area which is highly complex and controversial in application.

    Table of Contents  List of Figures and Tables  List of Contributors  Acknowledgements   PART ONE: Contextualising and theorising employee reward management    1. Whither Reward Management Theory Research and Practice? The Essential Companion: Introduction to the Volume and its Themes    2. Reward Management and the Economy   3. Psychological Perspectives on Reward Management   4. Framing Psychological Processes in Employee Reward Management   5. The Dark Side of Reward Management Framed in the Sociological Tradition    6. The Discursive Side of Reward Management    7. New Realism in Strategic Reward Management    8. Maslow and Motivation: Revisiting Seminal Ideas   PART TWO: Contemporary Themes in Reward Management   9. Pay Transparency   10. Socially Responsible and Sustainable Rewards Programmes: The New Frontier    11. Evaluating Reward Strategies, Programmes and Policies    12. Gender Pay Gaps and Solutions   13. Influences on reward mix determination: evidence from UK financial services    14. A Behavioural Perspective for a Change agenda for Executive Rewards   15. The Employee Voice in Reward Management   16. Consequences of Digitalized Working Life for Reward Management in Theory and Practice   17. Segmenting International Assignments: Organizational Justice   18. Adapting to A Global World: Rethinking Incentives    19. Global Reward Management   20. The Social Construction of Valuing Work    21. Minding the Gap in Reward Management: The Academic – Practitioner Divide   22. The Risky Business of Rewarding for Performance   PART THREE: Reward management in practice   23. Employee Benefits: What’s the Point?    24. Employee Recognition Schemes    25. Employee Financial Participation    26. Employee Pensions in Changing Times     27. The Market – What Market? London’s Big Bang Reward Consequences, Myths and Morality    28. CEO Pay and Corporate Financialisation: The UK in Comparative Perspective    29. The Importance of Financial Support to Female Expatriation    30. Reward Management in the Public Services: Continuity and Change   31. Reward Management and Organizational Citizenship Behaviours in UK Banks    32. Developments in Pay Systems in China    33. Rewarding Employees in the Chinese Hospitality Industry   34. Organisation Design and Incentive Systems: Evidence from China    35. Reward Management at Huawei, China’s Leading Global Enterprise    36. Reward Management in Mexico   37. Rewards in European Transition States   38. Reward Management in Knowledge-Intensive SMEs: Evidence from Italy    39. Poor Remuneration Management and its Consequences in the Ethiopian Civil Service   40. The Story of Indian Remuneration


    Stephen J. Perkins JP DPhil (Oxon) is an Emeritus Professor, London Metropolitan University

    and a Senior Research Fellow with the Global Policy Institute, London. His doctoral thesis at the

    University of Oxford analysed strategies for managing senior management activity under the

    rubric of Anglo-American corporate governance principles. He is a Chartered Manager and

    Fellow of the Chartered Management Institute, a Chartered Fellow of the Chartered Institute of

    Personnel and Development, and a Fellow of the Higher Education Academy. Immediate

    past Chair of the Corporate Governance Special Interest Group of the British Academy of

    Management, he has occupied a series of senior management posts in industry during privatization

    and internationalization initiatives, served as secretary to a FTSE top-30 board remuneration

    committee, as a board non-executive director, and as an advisor to an array of state-owned and

    stock market-listed companies transnationally. With over 100 publications, Professor Perkins’

    research focuses, in particular, on the interplay of corporate governance, strategy, performance

    and reward – connecting theory with practice. He has for several years held a commission from

    the CIPD to conduct the widely consulted annual survey of reward management across UK

    organizations, as well as co-authoring that institution’s core text Reward Management for students

    completing their professional education.

    "This companion is an invaluable friend to both theoreticians and practitioners alike interested in this highly relevant topic. Spanning the global dimension, psychological/motivational dynamics and issues of specific application within a much wider social context, Professor Perkins has compiled an encyclopedic reference work. Involving leading contributors, it significantly extends thinking in this area."

    John Garbutt, Visiting Professor of the University of West London, and Alderman of the City of London Corporation

    "Reward is intrinsic to work, and the contract between the organisation and the individual. This comprehensive book challenges our thinking from multiple disciplines and new evidence to help us all reposition reward for the modern era, for greater fairness and better individual and organisational outcomes."

    Peter Cheese, Chief Executive, CIPD, the professional body for HR and people development

    "Pay and reward have become contentious issues in modern society. This book brings together many different learned perspectives on this necessary part of the relationship between human beings and work and quite rightly includes the emotional, ethical and practical sides of this vexing topic."

    Anne Kiem, CEO Chartered Association of Business Schools