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Reward Strategy (reward + strategy)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Critical Elements in Developing an Effective Reward Strategy

EMPLOYMENT RELATIONS TODAY, Issue 1 2001
Barbara Estes
First page of article [source]

A contingency approach to reward strategy in the UK not-for-profit sector

INTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 4 2000
Anjali Bakhru
The word ,charity' is derived from the Latin word ,caritas', meaning love of other people or beneficence and liberality to those in distress. It is argued, however, that as organisations within the charity or not-for-profit (NFP) sector become more commercial or ,business-like', the greater is the imperative to focus on effectiveness as well as efficiency. In terms of an organisation's reward strategy, it is critical that individual performance is assessed and linked to rewards. The aim of the paper is essentially to examine current approaches to reward strategy in the UK voluntary sector as well as to assess the ,effectiveness' of existing reward strategies, making suggestions as to how a ,best practice' approach could be adopted. Primary data were gathered from organisations within the NFP sector, and it was concluded that the sector needs to question the ,effectiveness' of reward strategies, to link individual performance objectives with its reward strategy, and to move away from pure cost-efficiency considerations to ensure that there is a balance between long-term and short-term objectives. At the same time, a ,best practice' approach for reward strategies within the NFP sector cannot be prescriptive in terms of suggesting ,one best way', but rather a contingency approach is recommended with regard to the selection of the mix of financial and non-financial factors within the reward strategy. Copyright © 2000 Henry Stewart Publications. [source]

Marriott makes the business case for an innovative total rewards strategy

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 2 2003
Karl Fischer
Using a massive, five-year database of its own employment history, Marriott found that the cost of certain rewards was offset by lower turnover. And so it took a comprehensive look at its entire rewards program to align compensation and benefits with its associates' needs; improve attraction and retention; enhance productivity; and increase its return on the billions of dollars it invests annually in people. It did this while demonstrating the bottom-line impact of the resultant strategy. © 2003 Wiley Periodicals, Inc. [source]