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 |  موضوع: كتاب Management a Practical Introduction - 3rd Edition الثلاثاء 30 يناير 2024, 12:32 am | |
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أخواني في الله
أحضرت لكم كتاب
Management a Practical Introduction - 3rd Edition
Michael Rose
و المحتوى كما يلي :
Contents
Acknowledgements ix
About the author x
Introduction 1
PART ONE
The fundamentals of reward management
01 Reward and reward strategy 5
Reward 5
Reward strategy 9
Summary 13
02 Why reward is important and how it can make an impact 15
Symbolic messages in reward 15
Supporting values and culture 18
Alignment with organization strategy 20
Alignment with HR strategy 21
Role in change management 22
Measuring the impact 23
Summary 26
03 Relationship between motivation and reward 29
Intrinsic and extrinsic motivation 29
Retention effect 36
Reward or other factors in motivation 37
Pay fairness 38
Reward policy 40
Summary 41
vvi ConTenTs
04 How reward fits together 43
Influences on reward strategy 43
Trade-offs between different parts of reward 47
The role of the reward professional 48
Summary 50
05 How to get started with a reward strategy 53
An approach to developing a reward strategy 53
Developing a reward framework 55
Making changes over time 63
Unintended consequences 65
Summary 66
06 Communications 67
Communications and reward 67
Communicating total reward 68
Building communications into reward design 72
Summary 79
Case study: Royal Horticultural Society 79
07 Tax and National Insurance 85
General principles 85
Taxation of various reward programmes 87
Summary 97
PART TWO
Reward in practice
08 Grades and pay structures 101
Grade structures 102
Pay structures 113
Summary 121
Case study: Which? 122
Case study: Shropshire Council 125ConTenTs vii
09 Managing pay data and pay reviews 129
Pay data 129
Pay reviews 139
Summary 146
Case study: Specsavers 147
Case study: The National Theatre 150
10 Bonus plans 153
Introduction 153
Bonus design framework 156
Summary 176
Case study: McDonald’s 177
11 Recognition and non-cash reward 185
Introduction 185
Recognition 186
Summary 199
Case study: Tata Consulting Services 200
12 Long-term plans 207
Role of long-term plans 207
Share plans 208
Cash plans 215
Summary 219
Case study: Marks and Spencer plc 220
13 Benefits 229
Which benefits to offer and why 229
Benefits policy 232
Wellbeing 233
Value 233
Key benefits 234
Flexible benefits 238
Summary 243
Case study: Guideposts Trust Limited 244
Case study: Kingfisher plc 247viii ConTenTs
14 Conclusions 253
Appendix 259
References 267
Index 273
HR Fundamentals series 278 .2008 banking crisis 219
Accenture 144
agency theory 263
Alan Jones and Associates 134
Alder, Debbie 34
Alice’s Adventures in Wonderland 9
annual allowance 87
Annual Survey of Hours and Earnings 129
Aon Hewitt 134
Arthur Andersen 19, 35
artificial intelligence (AI) 256
Arup 144
bad news 77–79
basic pay 2, 7
behavioural science 255
benefits 2, 7–8, 229–51
benefits policy, developing a 232–33
benefits-in-kind 92
criteria for 229–30, 230
defining 5
flexible benefits 47, 72, 238–43
business case for, writing 239–43
communicating 72
Guideposts case study 243–46
insured benefits 234
Kingfisher plc case study 234, 243,
247–51
most common 230–31, 231
pensions 234–37
defined benefit (DB) pension plans 8,
73, 235–36, 256
defined contribution (DC) pension
plans 8, 237
private medical insurance 234, 237–38
taxation of 88, 90–92, 229
value, communicating 233–34
voluntary benefits 238
and wellbeing 233
‘best fit’ 11–12
bonuses 153–84
deferred bonuses 219
designing a bonus plan 156–76, 157
aims and context 156–63
checklist 173–76
departments, different 165–66
design principles 162–63
distribution 167, 169–70
documentation 171–72
funding 167–69, 168
incentivizing behaviour, risks
of 160–62
management, role of 162, 172–73
measures used 166–67
review 173
roles 164
scenario testing 170, 171
time span 164
McDonald’s case study 177–84
prevalence 153, 154
sales bonuses 16–17
taxation of 89
types of 155–56
vs long term plans 208
BrewDog 230–31
British Airways 187
broad-banding 106–11, 107–08, 109
implementing 110–11
Brown, Duncan 10
Capital Gains Tax (CGT) 88
case studies
Guideposts 243–46
Kingfisher plc 234, 243, 247–51
Marks and Spencer plc 210, 220–27
McDonald’s 177–84
National Theatre 144, 147, 150–52
Royal Horticultural Society 79–84
Shropshire Council 117, 122, 125–27
Specsavers 144, 147–49
Which? 102, 112, 113, 117, 121–24
cash plans 215–19
developing 218–19
phantom share plans 216
retention plans 217, 217–18
Cendex 134
change management 22, 49, 63–65
INDEX
NB: page numbers in italic indicate figures or tables
273274 INDEX
Chartered Institute of Personnel and
Development (CIPD) 20
conferences 239
data use training 146
Reward Management survey 2010 11
Reward Management survey
2014/15 153
Reward Management survey 2017 110,
114, 140, 142, 185
Reward Management survey 2018 231,
238
Reward Risks survey 68
Show me the money! The behavioural
science of reward 33
Cheese, Peter 20
club surveys 135
communications, managing 67–84
bad news 77–79
benefits of early comms 72–73
channels 76–77
confidentiality 68
flexible benefits 72
pay reviews 73–74, 146
planning 75–76
recruitment and selection 74–75
reward statements 69–72, 70, 71
Royal Horticultural Society case
study 79–84
Company Share Option Plans (CSOPs)
90, 213
Compensation Research 134
compensation, defining 5
confidentiality 255
corporate governance 219
corporate social responsibility (CSR) 45
Covid-19 pandemic 231
critical illness insurance 234
Croner 134
culture, organizational 15, 18–20
deferred bonuses 219
defined benefit (DB) pension plans 8, 73,
235–36, 256
defined contribution (DC) pension plans
8, 237
Department for Work and Pensions 34
dopamine 32
EMI share option plans 213
Employee Assistance Programmes 231
Employee Benefits 239
employee share plans 8, 44, 212–15
Company Share Option Plans
(CSOPs) 213
EMI share option plans 213
impact of 214–15
prevalence 213
risk management 213–14
Save As You Earn (SAYE) share option
scheme 212
Share Incentive Plans (SIPs) 213
endowment effect 217, 259
engagement, employee 25
Enron 19, 35
‘Enron effect’ 161
environment, social and governance
(ESG) 45, 256
equal pay 22, 38
job evaluation (je), role of 104, 105
job families 117
unfairness, perceptions of 37, 38–40
Equality and Human Rights
Commission 104, 105
equity theory 259–60
e-reward 239
European Federation of Employee Share
Ownership 208
exit interviews 24–25, 133
expectancy theory 35, 160, 164, 260
extrinsic motivation 30
financial rewards 6
flex see benefits
Gallup Q12 24
gamification 197
gender pay gap reporting 22
Generation Z 38, 68, 255
Glucksberg 34
Google 144
grade structures 101–12
benefits of 102
broad-banding 106–11, 107–08, 109
implementing 110–11
‘grade drift’ 109
job evaluation (je) 103–06
analytical 103–05
non-analytical 105
job families 111, 111–12
job size 102–03, 103
Shropshire Council case study 117, 122,
125–27
Which? case study 102, 112, 113, 117,
121–24
Gratton, Lynda 38–39
Guideposts 243–46
Hawthorn effect 23
Hay Guide Chart Method 103–04
Hertzberg, Frederick 29, 188, 264–65
hierarchy of needs 260–61, 261 264–65
holistic reward model 254INDEX 275
impact, measuring 23–26, 26
cost reduction 25–26
exit interviews 24–25
linking variable, issue of 23
pilots 25
surveys, employee 24
third variable, issue of 23
turnover, employee 25
incentive payments, impact on motivation
see motivation
incentives, ethical 162
increments, salary 117
industrial/occupational surveys 133
insured benefits 234
Intel 159–60
intrinsic motivation 30
impact of extrinsic measures on 32, 186
job classification 105
job evaluation (je) 103–06
analytical 103–05
non-analytical 105
job families 111, 111–12, 117
job ranking 105
job size 102–03, 103
‘jobs for life’ 16
John Lewis Partnership 158
Kingfisher plc 234, 243, 247–51
Korn Ferry Hay Group 134
labour market theory 259, 261–62
life assurance 234
Lifetime Allowance (LTA) 87
long-service awards 15–16, 96
long-term plans 207–27
cash plans 215–19
developing 218–19
phantom share plans 216
retention plans 217, 217–18
Marks and Spencer plc case study 210,
220–27
role of 207–08
share plans 208–15
employee share plans 8, 44, 212–15
executive share plans 210–12,
211, 212
share grants 209–10
share options 208–09
Macnamara Fallacy 166
Marks and Spencer plc 210, 220–27
Maslow, Abraham 188, 260, 264–65
material rewards 6
McDonald’s 177–84
McGregor, Douglas 30, 263, 264
McLagan 134
Mercer 134
Microsoft 144
Millennial generation 38, 68, 255
Moog Inc 158, 232
motivation 29–42
autonomy, competence and
relatedness 30
behavioural science 32–34
creative tasks 34–35
engagement, role of 29
expectancy theory 35
extrinsic motivation 30
flexibility 38
generational differences 38
goal-setting 35
intrinsic motivation 30
impact of extrinsic measures on
32, 186
money as a hygiene factor 29
non-cash rewards 36
pay and recruitment 41
pay and retention 36–37, 41
recognition vs incentives 186–88, 187
unfairness, perceptions of 37, 38–40
national minimum wage 43, 93
National Theatre 144, 147, 150–52
Netflix 18
non-cash rewards 36, 93, 159, 194–96
‘nudge theory’ 34
ODI 144
Office for National Statistics 129, 235
operant conditioning 262
Organ, Dennis 262
organizational citizenship 262–63
organizational citizenship behaviours
(OCBs) 263
pay data 129–39
exit interviews 133
industrial/occupational surveys 133
job adverts 133
pay markets 130–32
recruitment consultants 133
salary surveys 133–39
ageing data 137
basic salary vs total package 138
club surveys 135
key terms 135–36, 137
rounding up/down 137
variables 134–35
types of 129–30
uses for 130
worthless 132276 INDEX
pay matrices 144, 144–45
pay progression 145–46
pay reviews 139–52
budgeting for 140
communicating 146
cost of 140–41
cost-of-living-based 143
National Theatre case study 144, 147,
150–52
online systems 145
pay matrices 144, 144–45
pay progression 145–46
performance-based 143–44
service-based 142
Specsavers case study 144, 147–49
pay spines 116–17
pay structures 101, 113–21
benefits of 113–14
developing 119–21, 120
types of 114, 114–19
broad-banded 117, 117–18, 118
individual rates 114
job families 117
narrow-graded 115, 115–16
pay spines 116–17
pay zones 117, 118
PAYE system 86
PAYE settlement agreements
(PSAs) 94–95
pensions 234–37
defined benefit (DB) pension plans 8, 73,
235–36, 256
defined contribution (DC) pension
plans 8, 237
permanent health insurance 234
personal accident insurance 234
phantom share plans 216
Pink, Daniel 30, 31, 35
principal-agent theory 259, 263
private medical insurance 234, 237–38
psychological contract, the 263
psychological rewards 6
Radford 134
recognition 6, 185–206
checklist 197–98
defining 186
engagement, impact on 188–90
gamification 197
guidelines for 191–94
introducing a recognition
programme 198–99
key factors 190–91
non-cash rewards 194–96
recognition continuum 190, 190
Tata Consulting Services case study 25,
188, 200–06
vs incentives 186–88, 187
remuneration, defining 5
restricted stock 90, 209
restructuring, organizational 22
reward 5, 6
components of 6–8, 7
basic pay 7
benefits 7–8
stocks/shares 8
variable pay 7
cost of 9
defining 5, 6
reward framework, defining 12
reward gap analysis 56, 57
reward philosophy, defining 12
reward policy, defining 12
reward principles, defining 12
reward procedure, defining 12
reward professionals, role of 48–50
reward strategy 141
‘best fit’ 11–12
change, managing 63–65
clarity, gaining 54–55, 55
defining 9–11
influences on 43–46
change, organizational 46
environment, social and governance
(ESG) 45
industrial relations 46
legislation 44
market pay movement 45
organizational size and
structure 45–46
profitability 46
sector, business 45
sector, market 44–45
social system 44
taxation 44
values, organizational 45
key requirements for a 53–54
prevalence 11
statements, sample 58–62
and taxation 85–86
timing 12–13
trade-offs, making 47–48
unintended consequences, potential
assessments 66
short-termism 65–66
targets, focus on 65
‘rhetoric-reality gap’, the 16, 16
Royal Horticultural Society 79–84INDEX 277
salary sacrifice 238
salary surveys 133–39
ageing data 137
basic salary vs total package 138
club surveys 135
key terms 135–36, 137
rounding up/down 137
variables 134–35
sales bonuses 16–17
Save As You Earn (SAYE) share option
scheme 89, 212
Share Incentive Plans (SIPs) 90, 212
share plans 8, 208–15
employee share plans 8, 44, 212–15
Company Share Option Plans
(CSOPs) 213
EMI share option plan 213
impact of 214–15
prevalence 213
risk management 213–14
Save As You Earn (SAYE) share
option scheme 212
Share Incentive Plans (SIPs) 213
executive share plans 210–12, 211, 212
share grants 209–10
share options 208–09
taxation of 89–90
Company Share Option Plans
(CSOPs) 90
restricted stock 90
Save As You Earn (SAYE) share
option scheme 89
Share Incentive Plans (SIPs) 90
unapproved share options 90
short-termism 65–66
Shropshire Council 117, 122, 125–27
Skinner, Burrhus 262
Sky 192–94
SMART objectives 143–44
social networking 255–56
Southwest Airlines 191
Specsavers 144, 147–49
status quo bias see endowment effect
‘strategic pragmatism’ 64–65
strategy, HR 21, 21–22
strategy, organizational 20–21
suggestion schemes 95
Survey Monkey 24
surveys, employee 24
Swart, Tara 32
Tata Consulting Services 25, 188, 200–06
tax and National Insurance 85–97
advice, giving 87
benefits, taxation of 88, 90–92, 229
bonuses, taxation of 89
expenses 96–97
long-service awards 96
non-cash rewards 93
PAYE system 86
PAYE settlement agreements
(PSAs) 94–95
salary sacrifice arrangements 92–93
share plans, taxation of 89–90
Company Share Option Plans
(CSOPs) 90
restricted stock 90
Save As You Earn (SAYE) share
option scheme 89
Share Incentive Plans (SIPs) 90
unapproved share options 90
suggestion schemes 95
tax concessions 88–89
and the reward strategy 85–86
trivial awards 94
what is taxable 87–88
Tesco plc 61–62, 247
Theory X and Theory Y 30, 263, 264
total reward 6
communicating 68–72, 70, 71
in salary surveys 138
trade-offs, making 47–48
Transparency International UK 161, 162
travel insurance 234
trivial awards 94
turnover, employee 25
two-factor theory 264–65
Tyson 15
Ultimatum game, the 39
unapproved share options 90
unfairness, perceptions of 37, 38–40
utility theory 265
values, organizational 15, 18–20, 21, 45
variable pay 2, 7
and organizational change 22
voluntary benefits 238
vouchers 88
Vroom, Victor 160, 260
wellbeing 233
Which? 102, 112, 113, 117, 121–24
Willis Towers Watson 134
XpertHR 129
Yammer 2562008 banking crisis 219
Accenture 144
agency theory 263
Alan Jones and Associates 134
Alder, Debbie 34
Alice’s Adventures in Wonderland 9
annual allowance 87
Annual Survey of Hours and Earnings 129
Aon Hewitt 134
Arthur Andersen 19, 35
artificial intelligence (AI) 256
Arup 144
bad news 77–79
basic pay 2, 7
behavioural science 255
benefits 2, 7–8, 229–51
benefits policy, developing a 232–33
benefits-in-kind 92
criteria for 229–30, 230
defining 5
flexible benefits 47, 72, 238–43
business case for, writing 239–43
communicating 72
Guideposts case study 243–46
insured benefits 234
Kingfisher plc case study 234, 243,
247–51
most common 230–31, 231
pensions 234–37
defined benefit (DB) pension plans 8,
73, 235–36, 256
defined contribution (DC) pension
plans 8, 237
private medical insurance 234, 237–38
taxation of 88, 90–92, 229
value, communicating 233–34
voluntary benefits 238
and wellbeing 233
‘best fit’ 11–12
bonuses 153–84
deferred bonuses 219
designing a bonus plan 156–76, 157
aims and context 156–63
checklist 173–76
departments, different 165–66
design principles 162–63
distribution 167, 169–70
documentation 171–72
funding 167–69, 168
incentivizing behaviour, risks
of 160–62
management, role of 162, 172–73
measures used 166–67
review 173
roles 164
scenario testing 170, 171
time span 164
McDonald’s case study 177–84
prevalence 153, 154
sales bonuses 16–17
taxation of 89
types of 155–56
vs long term plans 208
BrewDog 230–31
British Airways 187
broad-banding 106–11, 107–08, 109
implementing 110–11
Brown, Duncan 10
Capital Gains Tax (CGT) 88
case studies
Guideposts 243–46
Kingfisher plc 234, 243, 247–51
Marks and Spencer plc 210, 220–27
McDonald’s 177–84
National Theatre 144, 147, 150–52
Royal Horticultural Society 79–84
Shropshire Council 117, 122, 125–27
Specsavers 144, 147–49
Which? 102, 112, 113, 117, 121–24
cash plans 215–19
developing 218–19
phantom share plans 216
retention plans 217, 217–18
Cendex 134
change management 22, 49, 63–65
INDEX
NB: page numbers in italic indicate figures or tables
273274 INDEX
Chartered Institute of Personnel and
Development (CIPD) 20
conferences 239
data use training 146
Reward Management survey 2010 11
Reward Management survey
2014/15 153
Reward Management survey 2017 110,
114, 140, 142, 185
Reward Management survey 2018 231,
238
Reward Risks survey 68
Show me the money! The behavioural
science of reward 33
Cheese, Peter 20
club surveys 135
communications, managing 67–84
bad news 77–79
benefits of early comms 72–73
channels 76–77
confidentiality 68
flexible benefits 72
pay reviews 73–74, 146
planning 75–76
recruitment and selection 74–75
reward statements 69–72, 70, 71
Royal Horticultural Society case
study 79–84
Company Share Option Plans (CSOPs)
90, 213
Compensation Research 134
compensation, defining 5
confidentiality 255
corporate governance 219
corporate social responsibility (CSR) 45
Covid-19 pandemic 231
critical illness insurance 234
Croner 134
culture, organizational 15, 18–20
deferred bonuses 219
defined benefit (DB) pension plans 8, 73,
235–36, 256
defined contribution (DC) pension plans
8, 237
Department for Work and Pensions 34
dopamine 32
EMI share option plans 213
Employee Assistance Programmes 231
Employee Benefits 239
employee share plans 8, 44, 212–15
Company Share Option Plans
(CSOPs) 213
EMI share option plans 213
impact of 214–15
prevalence 213
risk management 213–14
Save As You Earn (SAYE) share option
scheme 212
Share Incentive Plans (SIPs) 213
endowment effect 217, 259
engagement, employee 25
Enron 19, 35
‘Enron effect’ 161
environment, social and governance
(ESG) 45, 256
equal pay 22, 38
job evaluation (je), role of 104, 105
job families 117
unfairness, perceptions of 37, 38–40
Equality and Human Rights
Commission 104, 105
equity theory 259–60
e-reward 239
European Federation of Employee Share
Ownership 208
exit interviews 24–25, 133
expectancy theory 35, 160, 164, 260
extrinsic motivation 30
financial rewards 6
flex see benefits
Gallup Q12 24
gamification 197
gender pay gap reporting 22
Generation Z 38, 68, 255
Glucksberg 34
Google 144
grade structures 101–12
benefits of 102
broad-banding 106–11, 107–08, 109
implementing 110–11
‘grade drift’ 109
job evaluation (je) 103–06
analytical 103–05
non-analytical 105
job families 111, 111–12
job size 102–03, 103
Shropshire Council case study 117, 122,
125–27
Which? case study 102, 112, 113, 117,
121–24
Gratton, Lynda 38–39
Guideposts 243–46
Hawthorn effect 23
Hay Guide Chart Method 103–04
Hertzberg, Frederick 29, 188, 264–65
hierarchy of needs 260–61, 261 264–65
holistic reward model 254INDEX 275
impact, measuring 23–26, 26
cost reduction 25–26
exit interviews 24–25
linking variable, issue of 23
pilots 25
surveys, employee 24
third variable, issue of 23
turnover, employee 25
incentive payments, impact on motivation
see motivation
incentives, ethical 162
increments, salary 117
industrial/occupational surveys 133
insured benefits 234
Intel 159–60
intrinsic motivation 30
impact of extrinsic measures on 32, 186
job classification 105
job evaluation (je) 103–06
analytical 103–05
non-analytical 105
job families 111, 111–12, 117
job ranking 105
job size 102–03, 103
‘jobs for life’ 16
John Lewis Partnership 158
Kingfisher plc 234, 243, 247–51
Korn Ferry Hay Group 134
labour market theory 259, 261–62
life assurance 234
Lifetime Allowance (LTA) 87
long-service awards 15–16, 96
long-term plans 207–27
cash plans 215–19
developing 218–19
phantom share plans 216
retention plans 217, 217–18
Marks and Spencer plc case study 210,
220–27
role of 207–08
share plans 208–15
employee share plans 8, 44, 212–15
executive share plans 210–12,
211, 212
share grants 209–10
share options 208–09
Macnamara Fallacy 166
Marks and Spencer plc 210, 220–27
Maslow, Abraham 188, 260, 264–65
material rewards 6
McDonald’s 177–84
McGregor, Douglas 30, 263, 264
McLagan 134
Mercer 134
Microsoft 144
Millennial generation 38, 68, 255
Moog Inc 158, 232
motivation 29–42
autonomy, competence and
relatedness 30
behavioural science 32–34
creative tasks 34–35
engagement, role of 29
expectancy theory 35
extrinsic motivation 30
flexibility 38
generational differences 38
goal-setting 35
intrinsic motivation 30
impact of extrinsic measures on
32, 186
money as a hygiene factor 29
non-cash rewards 36
pay and recruitment 41
pay and retention 36–37, 41
recognition vs incentives 186–88, 187
unfairness, perceptions of 37, 38–40
national minimum wage 43, 93
National Theatre 144, 147, 150–52
Netflix 18
non-cash rewards 36, 93, 159, 194–96
‘nudge theory’ 34
ODI 144
Office for National Statistics 129, 235
operant conditioning 262
Organ, Dennis 262
organizational citizenship 262–63
organizational citizenship behaviours
(OCBs) 263
pay data 129–39
exit interviews 133
industrial/occupational surveys 133
job adverts 133
pay markets 130–32
recruitment consultants 133
salary surveys 133–39
ageing data 137
basic salary vs total package 138
club surveys 135
key terms 135–36, 137
rounding up/down 137
variables 134–35
types of 129–30
uses for 130
worthless 132276 INDEX
pay matrices 144, 144–45
pay progression 145–46
pay reviews 139–52
budgeting for 140
communicating 146
cost of 140–41
cost-of-living-based 143
National Theatre case study 144, 147,
150–52
online systems 145
pay matrices 144, 144–45
pay progression 145–46
performance-based 143–44
service-based 142
Specsavers case study 144, 147–49
pay spines 116–17
pay structures 101, 113–21
benefits of 113–14
developing 119–21, 120
types of 114, 114–19
broad-banded 117, 117–18, 118
individual rates 114
job families 117
narrow-graded 115, 115–16
pay spines 116–17
pay zones 117, 118
PAYE system 86
PAYE settlement agreements
(PSAs) 94–95
pensions 234–37
defined benefit (DB) pension plans 8, 73,
235–36, 256
defined contribution (DC) pension
plans 8, 237
permanent health insurance 234
personal accident insurance 234
phantom share plans 216
Pink, Daniel 30, 31, 35
principal-agent theory 259, 263
private medical insurance 234, 237–38
psychological contract, the 263
psychological rewards 6
Radford 134
recognition 6, 185–206
checklist 197–98
defining 186
engagement, impact on 188–90
gamification 197
guidelines for 191–94
introducing a recognition
programme 198–99
key factors 190–91
non-cash rewards 194–96
recognition continuum 190, 190
Tata Consulting Services case study 25,
188, 200–06
vs incentives 186–88, 187
remuneration, defining 5
restricted stock 90, 209
restructuring, organizational 22
reward 5, 6
components of 6–8, 7
basic pay 7
benefits 7–8
stocks/shares 8
variable pay 7
cost of 9
defining 5, 6
reward framework, defining 12
reward gap analysis 56, 57
reward philosophy, defining 12
reward policy, defining 12
reward principles, defining 12
reward procedure, defining 12
reward professionals, role of 48–50
reward strategy 141
‘best fit’ 11–12
change, managing 63–65
clarity, gaining 54–55, 55
defining 9–11
influences on 43–46
change, organizational 46
environment, social and governance
(ESG) 45
industrial relations 46
legislation 44
market pay movement 45
organizational size and
structure 45–46
profitability 46
sector, business 45
sector, market 44–45
social system 44
taxation 44
values, organizational 45
key requirements for a 53–54
prevalence 11
statements, sample 58–62
and taxation 85–86
timing 12–13
trade-offs, making 47–48
unintended consequences, potential
assessments 66
short-termism 65–66
targets, focus on 65
‘rhetoric-reality gap’, the 16, 16
Royal Horticultural Society 79–84INDEX 277
salary sacrifice 238
salary surveys 133–39
ageing data 137
basic salary vs total package 138
club surveys 135
key terms 135–36, 137
rounding up/down 137
variables 134–35
sales bonuses 16–17
Save As You Earn (SAYE) share option
scheme 89, 212
Share Incentive Plans (SIPs) 90, 212
share plans 8, 208–15
employee share plans 8, 44, 212–15
Company Share Option Plans
(CSOPs) 213
EMI share option plan 213
impact of 214–15
prevalence 213
risk management 213–14
Save As You Earn (SAYE) share
option scheme 212
Share Incentive Plans (SIPs) 213
executive share plans 210–12, 211, 212
share grants 209–10
share options 208–09
taxation of 89–90
Company Share Option Plans
(CSOPs) 90
restricted stock 90
Save As You Earn (SAYE) share
option scheme 89
Share Incentive Plans (SIPs) 90
unapproved share options 90
short-termism 65–66
Shropshire Council 117, 122, 125–27
Skinner, Burrhus 262
Sky 192–94
SMART objectives 143–44
social networking 255–56
Southwest Airlines 191
Specsavers 144, 147–49
status quo bias see endowment effect
‘strategic pragmatism’ 64–65
strategy, HR 21, 21–22
strategy, organizational 20–21
suggestion schemes 95
Survey Monkey 24
surveys, employee 24
Swart, Tara 32
Tata Consulting Services 25, 188, 200–06
tax and National Insurance 85–97
advice, giving 87
benefits, taxation of 88, 90–92, 229
bonuses, taxation of 89
expenses 96–97
long-service awards 96
non-cash rewards 93
PAYE system 86
PAYE settlement agreements
(PSAs) 94–95
salary sacrifice arrangements 92–93
share plans, taxation of 89–90
Company Share Option Plans
(CSOPs) 90
restricted stock 90
Save As You Earn (SAYE) share
option scheme 89
Share Incentive Plans (SIPs) 90
unapproved share options 90
suggestion schemes 95
tax concessions 88–89
and the reward strategy 85–86
trivial awards 94
what is taxable 87–88
Tesco plc 61–62, 247
Theory X and Theory Y 30, 263, 264
total reward 6
communicating 68–72, 70, 71
in salary surveys 138
trade-offs, making 47–48
Transparency International UK 161, 162
travel insurance 234
trivial awards 94
turnover, employee 25
two-factor theory 264–65
Tyson 15
Ultimatum game, the 39
unapproved share options 90
unfairness, perceptions of 37, 38–40
utility theory 265
values, organizational 15, 18–20, 21, 45
variable pay 2, 7
and organizational change 22
voluntary benefits 238
vouchers 88
Vroom, Victor 160, 260
wellbeing 233
Which? 102, 112, 113, 117, 121–24
Willis Towers Watson 134
XpertHR 129
Yammer 256
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رابط من موقع عالم الكتب لتنزيل كتاب Management a Practical Introduction - 3rd Edition
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