Risk, representation and the new pay-Reference-Cited by-同舟云学术

Risk, representation and the new pay

Published:1996-12-01 Issue:6 Volume:25 Page:54-65
ISSN:0048-3486
Container-title:Personnel Review
language:en
Short-container-title:

Author:

Heery Edmund

Abstract

Considers the ethics of the “new pay”, a prescriptive model of pay management which has exercised increasing influence over reward practice in recent years. Makes two primary criticisms of the new pay ‐ that it seeks to impose excessive risk on employees and that it affords little scope for involvement of employee representatives in the selection, design and operation of reward systems.

Publisher

Emerald

Subject

Organizational Behavior and Human Resource Management,Applied Psychology

Reference30 articles.

1. 1.Goodman, J., “Annual review article 1995”, British Journal of Industrial Relations, Vol. 34 No. 1, 1996, pp. 151‐69.

2. 2.Schuster, J.R. and Zingheim, P.K., The New Pay: Linking Employee and Organizational Performance, Lexington Books, New York, NY, 1992.

3. 3.Armstrong, M. and Murlis, H., Reward Management: A Handbook of Remuneration Strategy and Practice, 3rd ed., Kogan Page, London, 1994.

4. 4.Hewitt Associates, Total Compensation Management: Reward Management Strategies for the 1990s, Blackwell, Oxford, 1991.

5. 5.Lawler, E.E., Strategic Pay, Jossey Bass, San Francisco, CA, 1990.

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