ABSTRACT
This book is about the management of remuneration systems, today increasingly known as 'reward management' among personnel practitioners. This is a key element within human resource management and is a discrete area of study in its own right. Over the last twenty years there have been substantial changes in payment systems in Britain, most notably the decline in collective bargaining as the major method of pay determination and the growth of new pay practices which are more directly controlled by management. In the USA a new 'compensation and benefits' literature has emerged under the rubric of the 'New Pay' and, while historically conditions across the Atlantic have differed from British experience, this new paradigm has come to influence not just management practice but also government policy in Britain.
