Managing Employee Performance and Reward

John Shields, Michelle Brown, Sunghoon Kim, Jim Rooney, Alan Crake

ISBN 10: 1009520334 / ISBN 13: 9781009520331

Edité par Cambridge University Press, GB, 2025

A propos de cet article

Managing Employee Performance and Reward: Strategies, Practices and Prospects covers two major components of human resource management: managing the performance of employees and how they are rewarded. The text's holistic approach focuses on two overarching objectives of an effective human resource management system: strategic alignment and employees' psychological engagement. The fourth edition has been streamlined to address more clearly the fundamental concepts, strategies and practices of performance and reward. A new chapter on pay negotiation and communication examines pay transparency policies and explores the factors affecting pay negotiation, with particular reference to gender and cultural identity. Each chapter includes discussion questions and 'reality checks' linking to the book's main themes of strategic alignment and psychological engagement. A new running case study takes students through realistic human resource management scenarios and encourages them to apply what they have learnt. Managing Employee Performance and Reward remains an indispensable resource for students and business professionals.

N° de réf. du vendeur LU-9781009520331

Détails bibliographiques

• Titre: Managing Employee Performance and Reward
• Éditeur: Cambridge University Press, GB
• Date de parution: 2025
• Langue: anglais
• ISBN à 10 chiffres: 1009520334
• ISBN à 13 chiffres: 9781009520331
• Reliure: Paperback
• Édition: 4ème Édition
• État de l'article: New
• Poids: 777 grammes

A propos de ce titre

Synopsis

Managing Employee Performance and Reward: Strategies, Practices and Prospects covers two major components of human resource management: managing the performance of employees and how they are rewarded. The text's holistic approach focuses on two overarching objectives of an effective human resource management system: strategic alignment and employees' psychological engagement. The fourth edition has been streamlined to address more clearly the fundamental concepts, strategies and practices of performance and reward. A new chapter on pay negotiation and communication examines pay transparency policies and explores the factors affecting pay negotiation, with particular reference to gender and cultural identity. Each chapter includes discussion questions and 'reality checks' linking to the book's main themes of strategic alignment and psychological engagement. A new running case study takes students through realistic human resource management scenarios and encourages them to apply what they have learnt. Managing Employee Performance and Reward remains an indispensable resource for students and business professionals.

À propos des auteurs

John Shields is Professor of Human Resource Management and Organisational Studies at The University of Sydney Business School. John's research and teaching interests include performance management, reward management, executive remuneration, corporate governance and business leadership. His research applies both quantitative and qualitative methods, with recent research projects focussing on the psychology of pay secrecy/disclosure, predictors of employee pay preferences, and influences on the configuration of performance management systems.

Michelle Brown is a Professor of Human Resource Management in the Department of Management and Marketing at the University of Melbourne. Her research examines the unintended consequences of human resource management policies and practices, with a particular focus on pay and performance management. Her recent projects include investigations of pay communication policies and strength based performance feedback. She also undertakes research into employee share ownership, particularly around why employees choose (or not) to purchase shares in their employing organisation.

Sunghoon Kim is an Associate Professor of Human Resource Management in the Discipline of Work and Organisational Studies at the University of Sydney Business School. His research focuses on strategic human resource management, human resources digitisation, and comparative employment relations. He has served as an Associate Editor for leading academic journals, including Human Resource Management, Asia Pacific Journal of Management, Asia Pacific Journal of Human Resources and Human Resource Development Quarterly.

Jim Rooney is an Associate Professor in Business at the Australian Defence Force Academy, University of New South Wales. His research concentrates on measurement and expert decision-making associated with organisational risk, performance management and control, and social responsibility. Jim has completed appointments as a Research Fellow at the Weatherhead Centre for International Relations at Harvard University as well as at the Sustainability Transparency Accountability Research lab at Sydney University. Prior to his full-time appointment at the University of Sydney, Jim had twenty-five years' business experience in general management, service operations, consulting and information technology roles, largely in the financial services industry.

Alan Crake, Ph.D., is a Lecturer in Human Resource Management in the School of Management and Marketing, Faculty of Business and Law, Curtin University, Perth.