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| Acknowledgements | |
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| Praise for Evidence-Based Reward Management | |
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| Introduction | |
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| The concept of evidence-based management | |
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| Introduction | |
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| Evidence-based management defined | |
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| Approaches to evidence-based management | |
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| Evidence-based management and research | |
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| Evidence-based management and benchmarking | |
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| The myth of best practice | |
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| Best fit | |
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| Evaluation of HR management practices | |
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| Evaluation through measurement | |
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| Quantitative evaluation | |
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| Qualitative evaluation | |
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| Chapter summary | |
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| The concept of evidence-based reward management | |
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| Introduction | |
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| The meaning of evidence-based reward management | |
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| The meaning of integrated reward management | |
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| The ethical dimension | |
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| The role of reward strategy | |
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| High-performance working | |
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| Engagement | |
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| Attraction and retention of talent | |
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| Evidence-based reward in practice | |
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| Chapter summary | |
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| The reality of evidence-based reward management | |
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| Introduction | |
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| What is or is not happening? | |
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| Why there is little interest in evidence-based reward management | |
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| Why is evidence-based reward management important? | |
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| What evidence-based reward management aims to achieve | |
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| Chapter summary | |
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| Case study: Kent County Council: effectiveness in building a great place to work | |
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| The impact of evidence-based HR and reward management | |
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| Introduction | |
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| Measuring the impact of human resource management | |
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| Measuring the impact of reward | |
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| Chapter summary | |
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| Case study: McDonald's restaurants: aligning reward strategy to business objectives through employee engagement | |
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| The process of evidence-based reward management | |
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| Introduction | |
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| The context: reward practices under scrutiny | |
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| The challenges: the questions to answer | |
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| Assessing reward effectiveness | |
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| The components of evidence-based reward management | |
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| Defining reward goals and success criteria | |
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| Setting success criteria and moving on to assess them | |
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| Chapter summary | |
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| Case study: an analytical but values-driven approach to managing reward and incentive arrangements at Standard Chartered Bank | |
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| Reviewing reward | |
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| Introduction | |
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| The process of reward review | |
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| Approaches to reward review | |
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| Components of a reward review | |
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| Internal research | |
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| External research | |
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| Chapter summary | |
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| Case study: DSG International plc: reward effectiveness in driving a business turnaround | |
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| Measuring and evaluating reward | |
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| Introduction | |
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| Measuring reward | |
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| Evaluating reward | |
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| Chapter summary | |
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| Case study: evidence-based recruitment and reward at the NSPCC | |
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| Developing and implementing reward | |
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| Introduction | |
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| Analysing findings and agreeing improvements | |
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| Developing new and improved rewards | |
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| Developing with implementation in mind | |
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| Implementing, operating and reviewing more effective rewards | |
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| Chapter summary | |
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| Case study: KPMG: delivering effectiveness through performance-related and total rewards | |
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| Conclusions on evidence-based reward management | |
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| Introduction | |
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| The six components of evidence-based reward | |
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| Criteria for assessing reward practices | |
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| Views of practitioners | |
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| A final word | |
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| Index | |