Can Pay Be Strategic?

Pay is a key element of the employment relationship and it has been advocated by some recently as a tool for enhancing organizational performance and sustained competitiveness. This book explores the realities of contemporary pay management in seven leading companies operating globally in the fast moving consumer goods sector.

Autorentext

DR JONATHAN TREVOR is Co-Director of the Centre for International Human Resource Management and University Lecturer at Judge Business School, University of Cambridge, UK, and Fellow of Downing College, Cambridge.

Jonathan was a lead researcher at Cambridge on the recently completed Global Human Resource Research Alliance project, the single largest HR related study of the past decade, reviewing leading and innovative human capital management practices in high performing global organizations in collaboration with the Rotterdam School of Management, Cornell University and INSEAD.

Previously he spent three years as a consultant for a major management consultancy, advising Fortune 500 and FTSE 100 companies on issues of reward strategy, performance management, mergers and acquisitions and human capital management.

Jonathan continues to consult to industry and speaks regularly at academic and practitioner conferences, as well as teaching on undergraduate, MBA and executive education courses.

Inhalt
Introduction Review of the Literature Research Methods Pay Practice at the Level of Industry Case Study Company Pay Practice at the Level of Approach Case Study Company Pay Practice at the Level of Design Case Company Pay Practice at the Level of Operation The Reality of Strategic Pay in Practice Can Pay Be Strategic? Conclusion and Implications