The Routledge Companion to Reward Management: (Routledge Companions in Business, Management and Marketing)

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:
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

About the Author :
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.

Review :
"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