最佳人力资源教案.ppt

HRM and Remuneration Systems Rewards methods of reward The wage-work bargain. Central to employment relationship regulation Offer – Acceptance - Consideration (incentive package) unilateral or bargained? Buyer-seller power? Tailored or standardised? Individual or collective? The Cash Nexus Enid Mumford’s contracts Rewards systems vs. Payroll admin. Pay-offs in the Employer-Employee Relationship Knowledge skill Er wants know-how, competence, experience. Ee wants to be put to good use be developed Efficiency/rewards Er wants performance quality output. Ee wants equity, felt-fair rewards opportunity Ethical - values commitments in right/wrong behaviour PsychologicalMgt co-workers want committed, loyal, motivated people. Individual wants satisfaction Task structure - work within policy, procedure technical constraints. Jobs, work arrangements Issues in pay policy, package administration Integrate Ee. performance with competitive advantage? Smooth, reliable, low risk, transactions. Handing over the cash: personal or separated? Traditional methods prevail. Where are the innovations? Pay policy - closet management? ? HRM policy-maker, practitioner academic interests? Rewards central to HRM models? Theory practice. Partial? Coherent? robust? Thin, incomplete picture and treatment? Tixylix Prescription (read the label) Proposition: Reward system X è will benefit organisational efficiency effectiveness EmployerOur policy should properly reward motivate staff to contribute effort, expertise commitment in line with organisational objectives. Our reward system must be right for the ‘firm’ (pay bill administration) employees (attracting, motivating, retaining the right staff). Employee (felt-fair, equity, expectancy theory)“the reward system should reflect my work its demands on me, my value (for my kind of work) within ‘labour market’ (internal/xternal). It should satisfy me when comparing my rewards with what others get for the sa