Strategic Reward: Implementing More Effective Reward Management - Hardcover

Über die Autorinnen und Autoren

Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages.

Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.

Duncan Brown is an independent rewards adviser and researcher. He has more than 30 years' experience with employers including IES, Aon Hewitt, PwC and Willis Towers Watson. He also spent five years as Assistant Director General and head of research and policy at the CIPD.
His recent clients have included major firms such as Network Rail and Shell, public sector bodies such as the National Health Service and Equalities and Human Rights Commission; and not-for-profit organizations such as the Council of Europe, Church of England, Unicef and the RSPCA.


Duncan advises a number of remuneration committee including Christian Aid and the London School of Economics. He is an employer trustee for the CIPD Pension Plan. He has participated on Government taskforces concerned with fair pay (the Hutton Review), engagement, pensions and gender pay reporting. He has advised government reviews on the pay setting methods for key public sector workers including doctors and dentists, the judiciary and Armed Forces personnel.

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Part 1 The Essence of Strategic Reward



1 Strategic reward: what it means

Strategic reward management defined; Aims of strategic reward; Characteristics of strategic reward; Strategic reward and reward management; Strategic reward and strategic management; The rationale for strategic reward; The reality of strategic reward; Strategic reward issues; The practice of strategic reward management; Reward philosophy and guiding principles; Total reward; Approaches to total reward

2 Reward strategy: purpose and content

What is reward strategy?; What's happening to reward strategy?; What are the aims of reward strategy?; What are the aims of reward strategy?; What is the content of reward strategy?; Examples of reward strategies; PriceWaterhouse Coopers; What are the criteria for an effective reward strategy?

3 Strategic reward and performance

The characteristics of a high performance culture; Developing a high performance culture; How reward strategies impact on performance

4 Engagement and organizational commitment strategies

Engagement and organizational commitment defined; Engagement; Organizational commitment

Part 2 The Context of Strategic Reward

5 The reward environment

The internal environment; The external environment; Reward strategy as multi-dimensional alignment

6 Reward strategies in a knowledge economy

The rise of the post-industrial economy; Rewarding knowledge workers: the theories tested; Rewarding knowledge workers: the emerging practice; Emerging practice: flexibility in a framework; Emerging practice: learning and a rewarding career; Emerging practice: flexible rewards and working; Rewarding knowledge workers: creating the context

7 Reward strategies in a service-based economy

Rewarding customer service?; Rewarding customer service: the research; Rewarding customer service: effective practice; Rewarding customer service: creating the context for commitment; Strategies for rewarding knowledge and customer service

8 Developments in reward management

Current incidence of reward practices; Specific developments

Part 3 Developing and Implementing Reward Strategies

9 Developing reward strategy

Basic considerations; Development requirements; The development pathway; Assessing reward strategy requirements; Achieving alignment



10 Implementing reward strategy

The say/do gap; Implementing worthwhile, realistic and achievable strategies; Dealing with implementation problems; Project management; Change management; Specific reward implementation issues; Success criteria; The BT approach to implementation

11 Role of the front line manager in managing reward

Overall role of front line managers; The line manager's role in implementing HR policies; Devolution of reward responsibilities to line managers; The varied reward responsibilities of line managers; Ensuring the commitment and capability of line managers

12 The strategic and multiple roles of the reward professional

More demand, more people, more strategies; Reward professionals as administrative and IT experts; Technical expertise: the role of strategic craftsperson; Reward professionals as change agents and business partners; Reward professionals' roles, skills and learning

13 Communicating reward strategy: from telling and selling to involving and engaging

The importance of communication; Communicating the reward strategy; Communication successes; Communicating the employer brand; Involvement and engagement?; The reward strategy and involvement gap; Communicating, involving, engaging; When things go wrong; The final message