Minding the gap in reward management
The gap between research and practice in the field of reward and human resource management is discussed. Through the study of NetTech – a UK-owned rail infrastructure company – the divergence between the HRM practitioner and academic researcher is analysed. In particular, the chapter outlines NetTech’s rollout of a new pay framework and employee engagement survey. It illustrates how, by not embracing an evidence-based approach, the new pay and engagement initiatives received a lukewarm response from employees and failed to achieve the anticipated outcomes.