HRM and Remuneration Systems.pptx
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HRM and Remuneration Systems.pptx
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HRMandRemunerationSystems,Rewards&methodsofreward,Thewage-workbargain.Centraltoemploymentrelationship®ulationOfferAcceptance-Consideration(incentivepackage)unilateralorbargained?
Buyer-sellerpower?
Tailoredorstandardised?
Individualorcollective?
TheCashNexusEnidMumfordscontractsRewardssystemsvs.Payrolladmin.,Pay-offsintheEmployer-EmployeeRelationship,Knowledge&skillErwantsknow-how,competence,experience.Eewantstobeputtogooduse&bedevelopedEfficiency/rewardsErwantsperformance&qualityoutput.Eewantsequity,felt-fairrewards&opportunityEthical-values&commitmentsinright/wrongbehaviourPsychologicalMgt&co-workerswantcommitted,loyal,motivatedpeople.IndividualwantssatisfactionTaskstructure-workwithinpolicy,procedure&technicalconstraints.Jobs,workarrangements,(Mumford1972),Keep-T,Issuesinpaypolicy,package&administration,IntegrateEe.performancewithcompetitiveadvantage?
Smooth,reliable,lowrisk,transactions.Handingoverthecash:
personalorseparated?
Traditionalmethodsprevail.Wherearetheinnovations?
Paypolicy-closetmanagement?
HRMpolicy-maker,practitioner&academicinterests?
RewardscentraltoHRMmodels?
Theory&practice.Partial?
Coherent?
robust?
Thin,incompletepictureandtreatment?
TixylixPrescription(readthelabel),Proposition:
RewardsystemXwillbenefitorganisationalefficiency&effectivenessEmployerOurpolicyshouldproperlyreward&motivatestafftocontributeeffort,expertise&commitmentinlinewithorganisationalobjectives.Ourrewardsystemmustberightforthefirm(paybill&administration)&employees(attracting,motivating,retainingtherightstaff).Employee(felt-fair,equity,expectancytheory)“therewardsystemshouldreflectmywork&itsdemandsonme,myvalue(formykindofwork)withinlabourmarket(internal/xternal).Itshouldsatisfymewhencomparingmyrewardswithwhatothersgetforthesamekindofwork”.,ContextandPressures,Porter-productinnovation+costleadershiplowlabourcostsvs.recruitment,retention&motivationRateforthejobjobclass&worktechnologyLocationinlowwageeconomiescommitment&flexibilityConvergence:
white/blue,office/factorycompetenciesTeam-working,flexibility,harmonisationRegionalmarketforces(theCity,Leeds,Delhi).Labourmobility(betweenoccupations+Europe)Salaryleagues(MNCs&Euro/globalmanager),ExaminingRewardSystemConceptsandPractices,Patternsandtrendsinpolicy&practice?
PropositionsandAssumptions?
Testsforthepropositions/hypotheses?
Competingconceptsandperceptions?
Veracityoftheimperatives?
Determinism,RhetoricandVerification,Debate:
determinism:
individualperformancepayPayindividual/groupperformancePRPparadigmshiftrhetoricvs.practiceseachangeortraditionaladhoceryextentofchange(coverage&operation)innovation-forthefeworthemany?
normativeassumptionsintheuseofrewardsystemscentraltoormarginalinSHRM?
Underutilised&sophisticatedmechanismsorcrude,problematictoolstodriveperformance?
Evidencefor,rewardsystemdevelopmentsreinforcingorganisationaltransformationsSomenew,distinctivefeaturesinpolicy&practice.Dothe“claims”-deliver?
Areourconceptsofappropriateorviablepayrigorousenough?
Whataretheseperceptionsandwhatholddotheyhave?
PaymentSystems19452000,Distinctivefeatures?
Howhavesystemschangedovertheyears?
Currenttrends?
AHolyGrailquestforaperfectpaysystem?
Fads,fashions&cycles.Since1945TraditionalsystemshaveevolvedslowlySomeinnovativeandmarginalchangesNewsolutionsassociatedwithSTEEPLE.,DesignFeaturesofPaysystems,Monetarynotrelatedtoperformance-timeperformance-linkedOutput,%,PRP,meritpay,commission,skill-basedcollective-outputschemesCorporateperformancerelatedbonuses+profitparticipationMonetary-equivalentCar,phone,holidays,loans,accommodation,fees,vouchersDeferred(promotion,pension)Non-monetary-status,recognition,plaques,empowermentIntrinsicbenefitsNegativespressure,penalties,harassmentside-lining,dismissal,SamEilononRewardSchemes,Eilon,S,1992,Managementpractice&mispractice,Routledge.http:
/sol.brunel.ac.uk/jarvis/bola/rewards/rewards.htmlintegraltomanagerialplanningandcontrolprocesses.shouldnotbeconsideredinisolation.Rulesguide,butnotethecontradictions&dilemmas.Rigidimplementationmayhaveawkwardconsequences.Thereismoretoasimplecarrot&stick,effort-rewardrelationship.,EilonsRulesofThumb,Incentives-notconfinedtomonetary-seenon-monetary.Attainmentsrewards:
levels&rewardsshouldbeclear.Theactualeffort/responsibilitylink?
Individualgoals/attainment&dept/orgn.GoalsIndividualattainmentvs.whatothersmustachieve?
Rewardsforhelpingothers-supportstaff.Re-structuring:
jeopardiserewardpossibilities?
Products&workingpracticeschange?
FuturepayprospectsshouldnotunderminewhatEehasalreadyachieved.Benefitinpenalisingundesirableresultsorbehaviour?
PeriodicReviews-schemeobjectivesmustremainvalid.,Componentsinpaybytimeschemes,simpletoadministerdefinedtimeF/T,P/T,mixed-time,casual.Notime,nopay?
Hourly,weekly,annualPremiums1.5T,2T,nights,“doorknobsyndrome”Controlmechanisms&toolsclocks,supervision,timesheets?
Jobevaluation-evaluatethejobnotthepersondoingitFlexi-timeschemesSupervision&performance“Whenthecatsaway”?
Assumetrust,confidence,competence&diligenceOff-siteworking.Isactualpresencenecessary?
WorkforErinErtimeversus.inyourtime?
Assumefidelity,care,good-will,cooperationLifesentence?
Payforperformancesystems,Jobdefinition,MbO,method&workstudy.Informationandcontrol.,PRP,meritpay,skill-basedschemes,InformationrequirementsManagerappraisalandjudgementMeasurable,targetedPRP(narrowlydefined).Paylinkedtoconcreteindividualorgrouptargets.Individualmerit(behavioural)traits:
e.g.flexibility,cooperation,punctuality.Staffappraisalratingcriteria.Skill,physical&mentalcapabilities.Automaticonqualification?
Performance-related?
Annualincrements?
Collective-outputschemes,workgroup,plantorcompanyperformance-bonus(fixedor%ofstandardpay)automaticforachievementoftargetedoutput,profit,salesoraddedvalueGenerallydonotrequireemployeeappraisalormanagerialdiscretion(?
.nottopay.?
).Schemeformula:
complexity,visibilityoftargetsachieved.,Employeeshareownershipschemes,Seniormanager-ownersExtensionofownership&participationpay?
SocialengineeringassumptionsRewardsfromcapitalgains÷ndslongtermThesmallprintsharepricescangoupordown!
Dependentuponcapitalbeingavailable-tobuysharesforemployees.,Lupton&Gowler:
Selectingapaymentsystem(1969),Analyticalframeworkfor“selecting”apaymentsystemcontingencyapproach(normative&rationalframework)Proposition:
choicescan&shouldbebaseduponrecognitionofmanagerialgoalsmanagerappreciationofinternal&externalcircumstances.BUTradicalchoiceordoP-systemsmerelyevolve?
Traditionalschemes.vs.whatalternatives?
Managerial&employeepreferences?
Prevailingexpectations.Whattrendsarediscernable?
Payschemedevelopment-contingencyandchoice,Proposition:
designtheP-systemtofitthegoal/circumstances.True?
How?
Evidence?
managerialresponsetointernal&externaldemands.Whythesedesigns?
Reactiveorproactive?
How&howfrequently?
Whoisinfluentialindesign?
Institutionalpromotion&reformofpaydetermination.(informed)prescriptions&recommendationsNBPI,CIR,ACAS,CBI,IoD,IPD,TUs,DfEE.ACASonappropriatenessapaymentsystemhasabetterchanceofsuccessifitiscarefullyselected&shapedtomeetthespecificneedsoftheorganization&workgroupinwhichitistoapply.,Paydevelopments,pieceworkschemes1945-1960stimulatedbylabour&productmarketpressures.wellsuitedtohigh-volume,low-costproductionwhatweretheproblemsItemisation&localbargaining?
Gold-bricking?
productivitybargaining1960stomid-1980ssearchforcontrol&societaljustification(incomespolicy)Manning,demarcation&craftflexibility.Jobenlargement&workrestructuring.ParticipationinEquityPerformance-relatedpay1980s-todate,Governmentalintervention,IncomespoliciesnationalandpublicsectorcontrolsPrivatisation&deregulationoflabourmarketEmployeeshareownershipNationalminimumwage&48-hourrulingEqualpay&equalopportunitiesTaxationCastigationofhighexecutivepaybutnoregulation.,HRMmodels?
Proposition:
Reward.akeypolicy-makinglevertoachieveCommitmentFlexibilityQualityStrategicintegration.Linksbetweenrewards&suchgoalsarenotnew.Butpetitiveadvantage&theargumentforstrategicintegration.Isthereevidence?
TightandLooseViews,Looserresponsesaremoreadhoc,reactive&opportunistic.Tightcoherent,managerialrationaleexists-rewardsystemselectionsensitivetobusinesscircumstances&needsrewardsunderpinbroaderbusinessplansdiversification&productlifecyclestrategiescompanyre-structuring,flexibility&culturechangesupportotherHRMinterventions.ButAretheeffortssotightlyarticulated?
Theory+consistencyinapplication&outcome.,Haveorganisationschangedtheirapproachtopay?
individualperformance-relatedormerit-basedpayschemesindividualisationofpay-public&private-filtersdownthehierarchy.ACAS(1985-88)40%modifyP-systemscloserpay-performancelink.Byend19924,000approvedprofit-relatedpayschemes(1millionemployees)2000employeeshareownership(3million)WIRS1990meritpaymoreprevalentatseniormanagerlevelevidenceinadmin.(33%)+skilledmanual(25%)Arethesedeep,structural,qualitative,strategicchanges?
PayandHRMgoals:
commitment,flexibility&quality.,featuresandcontexts?
potentialtensionsinthelinkages?
thedynamicsforchange?
Reward&commitment,longhistory,on-goingmanagementconcernmotivation&performance,incentivestostrengthenidentification&loyaltyTaylor,McGregor&Herzbergweakencompeting(oftencollective)interestsHaltthedilutionofmanagerialprerogatives.PESTconditionshelpmanagerialrecoveryNewparticipatione.g.shareownership&profit-sharingstatutorysupport,Butaretheschemeseffective?
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