Managing Employee Performance and Reward

Abstract

Managing Employee Performance and Reward critically examines contemporary theory and practice in these central fields of human resource management (HRM), providing a comprehensive overview of the key concepts and topics, and draws on a wide range of case studies to demonstrate the theories. The book provides an analysis of the crucial literature on remuneration and performance management, exploring the main theories, debates and practices. The book seeks to provide students with a thorough understanding of the debates associated with issues of work motivation, pay equity, performance management ethics; the methods of pay and performance management; the systems of performance pay; and the options and issues facing managers. It encourages students to form a critical understanding of the debates it raises by providing an overview of the alternatives.

Effect of Remuneration on Employees Performance in the Ministry of Internal Security: A Case of Kisii County

“…This indicated a highly professional environment whose competencies should be rewarded. Competency based pay would be applicable for this environment (Shields, 2007). Table 8 gives a summary of the employees' perception towards the current pay system.…”

“…The increments in basic pay depended on internal and external assessment of jobs. Shields (2007) views basic pay as an important part of total pay that is fixed and mainly time-based, rather than performance-based. Basic pay is the largest fraction of the total pay for non-executive employees.…”

“…Employees are paid depending on the skills and competencies that they possess, and not what the job is worth. It is employees who have market value, and not jobs (Shields, 2007). Skills based pay is a payment method in which pay progression is linked to the number and depth of skills that individuals develop and use.…”

Implementing an employee performance management system in a nonprofit organization

“…A systematic approach to performance management begins with defining the exact skills, knowledge, and abilities required; classifying the acceptable behaviors; and identifying how outcomes will be appraised (Shields, 2007). Shields (2007) identifies that such a system can typically measure one or more of these variables: inputs (competencies), processes or the way in which these inputs are applied (behaviors), and outputs (results).…”

“…Performance measurement generally focuses on quantitative measuring of performance at the level of organizations or at least organizational divisions (for example, see Cocca and Alberti, 2010;Taylor, 2009), and even when this issue is investigated specifically in nonprofit organizations (for example, Brickley and Van Horn, 2002;Moxham, 2009;Steinberg, 1990), this predominantly financial and organizational focus remains. Although some forms of performance management may draw on performance measurement, in the human resource management literature, performance management typically focuses on the provision of feedback to individual employees or groups of employees, with the underlying philosophy of building an effective employment relationship (Fletcher, 2001;Shields, 2007). The focus of this article remains on the use of performance management, rather than performance measurement, in the nonprofit environment.…”