By Michael Armstrong
It is a useful instruction manual designed to supply suggestions at the methods that may be followed in constructing and dealing with worker gift stategies, guidelines and techniques
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Extra info for A Handbook of Employee Reward Management and Practice
They are crucial to the success of performance management processes and may make or strongly inﬂuence contingent pay decisions. ’ Having a voice in the affairs of the ﬁrm is rewarding because it recognizes the contribution people can make to the success of the organization or their team. Employees can have a voice as an aspect of the normal working relationships between them and their managers and this is linked closely to the other relational reward factors inherent in those relationships, concerning recognition, achievement and responsibility.
Best ﬁt is what organizations have to strive for when formulating reward strategies, although, to a degree, ‘ﬁt’ can be forced upon them by the circumstances in which they operate and the type of people they employ. THE INTERNAL ENVIRONMENT Reward policy and practice will be affected by the characteristics of the organization with regard to its purpose, products and services, processes, sector (private, public, voluntary or not-for-proﬁt) and, importantly, culture, which is inﬂuenced by all the other characteristics.
To start with, it is advisable to ensure that the ﬁnancial rewards package is appropriate. Typically, designers of total reward processes give the next priority to the development of recognition schemes which are speciﬁcally concerned with ensuring that people are valued. Other elements of total reward, for example opportunitues for growth, and the work environment, are just as important and should be tackled as aspects of the HR strategy. However, it is necessary to ensure that they are conceived, presented and perceived as part of the total reward strategy as well as desireable developments in their own right.
A Handbook of Employee Reward Management and Practice by Michael Armstrong