Worker voice and reward management: Edmund Heery
Much of the debate over reward management is concerned with how best managers can link rewards to business strategy and secure ‘strategic pay’. The concern of this chapter is diﬀerent. It examines the impact of institutions of worker representation on key decisions within reward management, including determining pay levels, pay structures, pay systems and occupational beneﬁts. Central to the chapter is an examination of the impact that trade unions, the traditional institution of worker voice, have on these various aspects of reward management. Unions have been in decline for more than two decades, however, and there is now a more fragmented system of employee representation that includes civil society organisations, legal practitioners taking individual cases and employee participation schemes sponsored by managers. The chapter also considers the impact of these new institutions of worker voice, and traces their emerging role within reward management.