The Routledge Companion to Reward Management provides a prestige reference work and a state-of-the-art compilation, mapping out contemporary developments and debates on rewarding people in employment, and how they relate to business, corporate governance and management.

Reward management stands at the interdisciplinary interface between economics, industrial relations and HRM, industrial psychology and organisational sociology, and increasingly corporate governance incorporating debates around equity and fairness in and around the employment relationship and wider capital-labour relations. In recent years, trade union decline and widening differentials between those employed at the top of organisations have generated critical commentary in the popular media which can negatively impact on social cohesion.

Theoretically underpinned but practically oriented, this Companion will synthesise these trends and controversies around issues while tracing conceptual and empirical provenance, currency and future prospects. It will be an invaluable resource for student and researchers in reward management, corporate governance, management and HRM seeking convenient access to an area which is highly complex and controversial in application.

part I|82 pages

Conceptualizing and theorizing reward management

chapter 1|7 pages

Whither reward management theory research and practice? The essential companion

Introduction to the volume and its themes

chapter 4|9 pages

Psychological processes underlying organizational reward management

The role of perceived organizational support and effort–reward management

chapter 7|17 pages

New realism in ‘strategic’ reward management

Bringing together research and practice

chapter 8|10 pages

Revisiting Maslow

Enhancing staff psychological health for staff engagement through eupsychic reward management

part II|167 pages

Contemporary themes in reward management

chapter 9|10 pages

Pay transparency

chapter 11|13 pages

Evaluating reward strategies, programmes and policies

Research and practice

chapter 12|22 pages

Gender pay gaps and solutions

What can governments and employers do to deliver equal pay – what works?

chapter 13|12 pages

Influences on reward mix determination

Evidence from UK financial services

chapter 17|9 pages

Segmenting international assignments

Theorizing expatriate reward

chapter 18|9 pages

Adapting to a global world

Rethinking incentive rewards

chapter 19|13 pages

Global reward management

chapter 20|8 pages

The social construction of valuing work

Case cameos to inform practical understanding

chapter 21|8 pages

Minding the gap in reward management

The academic–practitioner divide

part III|175 pages

Reward management in practice

chapter 24|11 pages

Employee recognition

chapter 25|10 pages

Financial participation

chapter 26|5 pages

Pensions/retirement benefits

chapter 28|11 pages

CEO pay and corporate financialization

The UK in comparative perspective

chapter 29|10 pages

International assignment reward policies

The importance of compensation and benefits to women’s expatriate participation

chapter 30|12 pages

Reward management in the public services

Continuity and change

chapter 32|14 pages

Changing patterns of pay systems in China

chapter 34|7 pages

Managing small enterprises in China’s decentralized organizations

The platform function and employee incentives

chapter 36|6 pages

Managing employee rewards in Mexico

In search of competitive advantage