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Armstrong's Handbook of Reward Management Practice: Improving Performance Through Reward, 6th Edition

Armstrong's Handbook of Reward Management Practice: Improving Performance Through Reward, 6th Edition

作者： Michael Armstrong
出版商： Kogan Page
ISBN: 9780749484361
出版时间 February 2019
规格： Paperback , 392 pages
适应领域： International ? 免责申明：
Countri(es) stated herein are used as reference only

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The definitive guide to improving performance through reward and recognition policies and processes by leading human resource management expert Michael Armstrong.

Armstrong's Handbook of Reward Management Practice is the definitive guide to understanding, developing and implementing effective reward strategies. It covers all the essential aspects of improving organizational, team and individual performance through reward processes, including financial and non-financial rewards, job evaluation, grade and pay structures, rewarding specific employee groups and ethical considerations. This revised and updated sixth edition incorporates the latest research and developments and contains updated coverage of equal pay and the gender pay gap, employee benefits and total reward and a new chapter on employee financial wellbeing.

As with all of Armstrong's texts, Armstrong's Handbook of Reward Management Practice bridges the gap between academic and practitioner and is ideally suited to both HR professionals and those studying for HR qualifications, including master's degrees and the CIPD's intermediate and advanced level qualifications. Tips and checklists and can be found throughout, alongside case studies from organizations including General Motors, the UK National Health Service and Tesco. Online supporting resources include lecture slides and comprehensive handbooks for lecturers and students, which include learning summaries, discussion questions and exercises, literature reviews and glossaries.
- - Chapter - 00: Introduction;
- Section - ONE: Fundamentals of reward management;
- - Chapter - 01: Reward management – An overview;
  - Chapter - 02: Strategic reward;
  - Chapter - 03: Total reward;
- Section - TWO: Aspects of reward management;
- - Chapter - 04: Factors affecting reward;
  - Chapter - 05: Financial rewards;
  - Chapter - 06: Non-financial rewards;
  - Chapter - 07: Motivation and reward;
  - Chapter - 08: Engagement and reward;
  - Chapter - 09: Performance and reward;
  - Chapter - 10: Financial well-being;
  - Chapter - 11: The gender pay gap;
  - Chapter - 12: The ethical approach to reward and performance management;
- Section - THREE: Base pay management;
- - Chapter - 13: Job evaluation;
  - Chapter - 14: Market pricing;
  - Chapter - 15: Grade and pay structures;
- Section - FOUR: Rewarding and recognizing performance;
- - Chapter - 16: Pay progression through contingent pay;
  - Chapter - 17: Bonus schemes;
  - Chapter - 18: Team pay;
  - Chapter - 19: Rewarding for business performance;
  - Chapter - 20: Recognition;
- Section - FIVE: Rewarding special groups;
- - Chapter - 21: Rewarding chief executives;
  - Chapter - 22: Rewarding sales and customer service staff;
  - Chapter - 23: Rewarding knowledge workers;
  - Chapter - 24: Rewarding manual workers;
  - Chapter - 25: International reward;
- Section - SIX: Employee benefits;
- - Chapter - 26: Employee pensions and benefits;
  - Chapter - 27: Flexible benefits;
- Section - SEVEN: The practice of reward management;
- - Chapter - 28: Evidence-based reward management;
  - Chapter - 29: Managing reward systems;
  - Chapter - 30: Managing reward risk;
  - Chapter - 31: Responsibility for reward;
  - Chapter - 32: Reward management developments in the UK
Michael Armstrong is the UK's bestselling author of human resource management books including Armstrong's Handbook of Human Resource Management Practice, also published by Kogan Page. His books have sold over a million copies and have been translated into 21 languages. He is a former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD) and an independent management consultant.

Duncan Brown is Head of HR Consultancy at the Institute for Employment Studies. He has more than 25 years' experience in consulting and reward and he was previously the Assistant Director General at the CIPD.
Based on over a century's worth of combined professional experience and insight, the authors explore the building blocks of reward management and strategy, as well as the latest thinking and recent developments in public policy.

Charles Cotton, senior performance and reward adviser to the CIPD

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