Title Reward Management, 4/e
Subtitle Alternatives, Consequences and Contexts
Author Stephen J. Perkins, Sarah E. Jones
ISBN 9781789661774
List price GBP 46.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 496
Book size 191 X 248 mm
Publishing year 2020
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
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“Sarah Jones and Stephen Perkins have produced one of the most comprehensive and thorough texts available on reward management. As a research driven, theory-based text rooted in contemporary practice, the book is unusual and distinctive in being of significant value to so many different audiences at the same time: policymakers, practitioners, students and scholars.”

Ian Kessler, Professor of Public Policy and Management at King’s College, University of London, UK.


“I have been using this authoritative book to teach the MSc HRM programme (CIPD accredited) since the first edition was out. This is not just a must for MSC HRM students, but for HR professionals and general managers as well. With reflections on recent developments, debates and issues in reward management, this new version offers a more real and comprehensive insight to the field.”

Dr Jean (Qi) Wei, Senior Lecturer in HRM, Faculty of Business and Social Sciences, Kingston University, London, UK.


“This book presents a systemic framework for those learning about reward management, and in doing so provides a much-needed resource for students and tutors alike. The structures, choices and evidence that inform the design and implementation of reward management systems are explained in a clear and accessible manner. Of particular benefit to students is the clarity with which relevant theoretical frameworks are explored and related to the important themes of rewarding executives and international reward management.”

Dr Steven Wynne, Senior Lecturer, Department of Accounting, Banking and Finance, Business School, Manchester Metropolitan University, Manchester, UK.


“By combining a comprehensive overview of background theories with a well-structured and exhaustive discussion of reward practice, this textbook offers the reader a valuable compendium on compensation and benefits both in domestic and international settings. This is a must-have addition to the bookshelves of students, scholars and practitioners alike.”

Prof. Dr. Ihar Sahakiants, Professor für International Human Resource Management, Cologne Business School, Germany.


Reward Management is a comprehensive guide to all elements of reward in the workplace. From the theoretical frameworks and legal context of reward through to practical application in the workplace, this book provides all the essential information for both students of reward management and practitioners involved in reward management in organizations.

Covering all the key areas of reward management including pay structures and pay setting, job evaluation and employee benefits, Reward Management is a key book for anyone studying the Level 7 CIPD reward management module or a postgraduate qualification in HR. This book also includes guidance on non-financial reward and new coverage of the gender pay gap, executive reward and pay ratio reporting. There is also extensive discussion of international reward including the impact of different cultures on reward, benefits for multi-local talent, rewarding expatriates and why one size of reward doesn’t fit all. Accompanying online resources include lecturer guides, lecture slides and multiple choice questions for students.

Key features at a glance:

  • Gives a complete theoretical grounding in reward management as well as practical examples and case studies so the theory can be applied in the workplace
  • New to this edition: Coverage of the latest developments in reward management including the gender pay gap, international reward, the impact of Brexit, executive reward and pay ratio reporting
  • Includes additional discussion of how different cultures impact reward management and why one size of reward doesn’t fit all


List of figures

List of tables

Book plan

CIPD qualifications map


Walkthrough of textbook features and online resources



Chapter 1: Introducing the reward management system Locating ideas and practices around reward management • Employee reward levels versus ‘labour costs’ • Situating reward management systemically • Rewarding the employment relationship • Influences on employee reward thinking • Reward and the employer—employee relationship • Orientations towards employees • A few words on our tripartite taxonomy • Conclusions and key learning points • Overview of the book

Chapter 2: Conceptual and theoretical frameworks • Introduction • The importance of theory in reward management • Managing the effort bargain: Theoretical pillars • Labour market theory • Alternative economic theories of reward • Human capital theory • Efficiency wage theory • Principal—agent theory • Internal labour markets • Wage-gap (or union mark-up) theory • Criticism of neo-institutionalist arguments • Tournament theory and winner-take-all regimes • Alternative perspectives on employee motivation and reward • Definitions of motivation • Instincts, learned behaviours and expectancy • The psychological contract and reward • Individuals, institutions and strategic alignment • Conclusions and key learning points

Chapter 3: The legal, employment relations and market context Introduction • The reward system environment • Legal regulation of reward systems • Collective bargaining • Levels of pay determination • Conclusions and key learning points



Chapter 4: Base pay structures and relationships Introduction • Grading structures • The historical development of grading structures • Pay structures and equal pay for work of equal value • The objectives of grading structures • Types of pay structure • Job evaluation • The development of job evaluation • The critique of job evaluation • The types of job evaluation • The prevalence of job evaluation in the UK • Choosing a job evaluation scheme • Aligning pay with the market • Benchmarking the market • Equal pay reviews • Conclusions and key learning points

Chapter 5: Pay setting, composition and progression Introduction • Wages versus salary systems • Reward contingencies • Pay progression and equal pay concerns • Time- or performance-based reward? • Service- or seniority-based pay • Age-related pay • Individual performance-related pay • Competency-based pay • Skills-based pay • Market-based pay • Compensatory payments • Conclusions and key learning points

Chapter 6: Variable pay scheme Introduction • Some key concepts • The dimensions of variable pay • Individual variable pay • Team-based variable pay • Collective short-term variable pay • Collective long-term variable pay • The incidence of variable pay • Conclusions and key learning points



Chapter 7: Benefits Introduction • An absence of theory • The growth of employee benefits • Typologies of employee benefits • Employee attitudes to benefits • Benefits policies and decisions • Benefits provisions in the UK • Welfare benefits • Work-related benefits • Status benefits • Flexible benefits • Voluntary benefits • Salary sacrifice schemes • Benefits communication • Conclusions and key learning points

Chapter 8: Pensions Introduction • The origins and development of UK pension schemes • UK workplace pension schemes today • The UK State Pension scheme • Why do employers provide pension schemes? • Categories of pension scheme • Tax treatment of pensions • Comparing main pension scheme types • Retirement and pension age • Equality issues • The major pension scheme benefits • The role of HR in pensions • Reasons for the dramatic shift in workplace pensions provision • Auto-enrolment • Conclusions and key learning points

Chapter 9: Non-financial rewards Introduction • Defining total reward • A high-investment employment experience • Unpacking the total reward employment experience • Total reward: Greater than the sum of its parts? • Conclusions and key learning points



Chapter 10: Rewarding directors and executives Introduction: Context for rewarding directors and executives • What do executives earn, how does it compare with other employees, and what are the arguments for and against? • So much for substance-what about the process? • Institutional and regulatory controls on executive reward • Theorising executive reward: Contested terrain • Designing and reporting on executive reward • Executive reward compliance/disclosure issues • Behind what is in the portfolio • Innovation in the remuneration committee’s role • The reward specialist’s role in executive reward management • Executive reward in the public sector • Conclusions and key learning points

Chapter 11: International reward management Introduction • Rewarding expatriation — rewarding multi-local talent • Convergent transnational capital power — divergent business systems • Not for profits alone • Multinational contexts for employee reward management • Choices for multinational management and their reward consequences • Factors and trends in rewarding expatriated knowledge mobilisation • Defining expatriates • Expatriate assignments • Accounting for expatriation reward management • HR role: Scope for tension between HR and line managers • Factors and trends in rewarding non-expatriated knowledge mobilisation • Strategy, dominant logic and opportunism • Conclusions and key learning points

Chapter 12: Reward management within ‘HRM’ Introduction • Defining HRM • Strategy perspectives and employee reward choices • Strategic reward (aka ‘the new pay’): Advocates and critics • Actors and their roles in employee reward management under the HRM rubric • Conclusions and key learning points



About the Authors:

Stephen J. Perkins is an Emeritus Professor and, Professorial Research Fellow with the Global Policy Institute London Metropolitan University, UK. A non-executive director and corporate adviser, he has previously held executive posts in industry as well as undertaking management consultancy in the UK and internationally.

Sarah E. Jones is a Senior Lecturer in HRM and Organisation Behaviour, University of Northampton, UK. Prior to academia, her professional background was as an HR manager in the aviation industry where she was primarily involved with Employee Relations. She also has experience of working in public sector Human Resources roles and running a consultancy providing HRM advice for small businesses. Sarah has recently completed a PhD with a thesis titled ‘Reassessing Strategic Pay: Testing relationships between organisational contingencies, pay and HR performance outcomes’. She has also been a co-author of the CIPD’s annual reward survey reports series as well as Reward Management: Alternatives, Consequences and Contexts.

Target Audience:

This is not just a must for HRM students, but for HR professionals and general managers as well.

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