DOI: 10.5176/2251-2349_HRMPD13.10
Authors: Dr Angela Wright
Abstract: The ‘new pay’ advocates (Lawler, 1990, Schuster and Zingheim, 1992) asserted that reward practices should be used as mechanisms to achieve strategic business objectives and, that other strategic reward priorities should be subordinate to that goal. Yet there is evidence from a variety of sources that the integration of reward policies and practices is neither easy to achieve, but there is less evidence of the reasons for that. The data discussed in this paper are drawn from a wider research project on the relationship between organisational culture and reward systems. They are based on in-depth case study data.
There is evidence from the case studies that managers do not wish to use reward in a high profile way but rather to keep all mention of it quiet or low key. Moreover, there are signs that the business sector, products or services have a direct impact in shaping the decisions on reward policy and practice- but only to a certain marketdriven extent. More significant seem to be the values, expectations and assumptions that managers.
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