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Introducing the subject reward management
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11
Reward Management
TEACHING AND LEARNING UNIT 1Conceptual and Theoretical Frameworks
Professor Brian Main2
Employee Reward
be familiar with the alternative approaches to employee reward
recognise the role of context in relation to employee reward
be able to reflect systematically on the consequences of choices of approach incontext
After engaging with ideas discussed in this course you should:
3 4
5http://www.guardian.co.uk/news/datablog/2011/dec/05/oecd-ineqaulity-report-uk-us
6
1. Introduction to course Employee Reward
2. The concept of the effort bargain
3. Systems thinking interacting factors
4. Employer - employee orientations
5. Corporate, national and international contexts for thinking and acting on employee reward
Learning PointsUnit 1.(i)
27
What is employee reward?
A reward may be anything tangible or intangible that an organisation provides to its employees either intentionally or unintentionally in exchange for the employees potential or actual work contribution, and to which individuals attach a positive value
reward
remuneration
compensation 8
The effort-and-reward bargain
In its socio-economic relational context Every employment contract consists of two elements:
(1) an agreement on the [reward] rate (either per unit of time or per unit of output);
and (2) an agreement on the work to be done.
Hilde Behrend (1957)University of Edinburgh (1954 1982)
9
Reward systems
Classical labour economics models may be viewed as closed wage-setting systems.
Occupational psychology may equally focus on stimuli internal to the individual organism.
General systems theory (although not without critics) enables the analysis of effort-reward relationship patterns as open systems that interact dynamically and reciprocally with the environment, to understand the way different reward systems operate in practice.
10
Reward design
Edward E. Lawler III
The New Pay
its not just what you pay
its how you pay
if you want team work
do not use individual bonus payments
11
Nature of reward
Extrinsic
tangible or transactional element for the work
money, health care, company car, pension etc
Intrinsic
something derived from the work
development oriented: job satisfaction, learning (self-actualisation)
environment oriented: pleasant and safe working conditions 12
Unit labour costs
Cost of labour utilised per unit of output
Total labour costs
_______________ Total output
Clearly wish this to be as low as possible
313
Reward versus Labour Cost
Low wages do not guarantee low unit labour costs
low wages attract low quality workers
low output per worker raises labour costs
High wages need not imply high unit labour costs
high wages attract productive workers
high wages encourage high commitment
unit labour costs lowers at high productivity14
Reward Systems
wages are not set in isolation
what other groups getting paid
what were paid last period
what is happening in the economy (inflation, unemployment)
AND you actions may affect these other things
This last point distinguishes OPEN SYSTEMS from CLOSED SYSTEMS
15
Examples of reward issues
Bankers bonuses
Executive pay
Minimum wage
Public sector wage restraint
etc
16
Labour as a factor of production
capital, land, labour
with labour person accompanies factor into production
there is a relationship
employer employeeeconomics + social psychology
17
Exercise in effort-reward bargaining
consider the job of a sales assistant
in a large Department Store (e.g., Harvey Nicholson)
list what the employer wants
list what the employee wants
identify points of tension/disagreement
suggest ways to use reward to resolve these
18
Employer orientations towards the workforce
Interpretation Issues Reward agendaEmployees valuable objects but devoid of feelings
How do we get the best and keep them in good shape?Instrumental.
Instrumental relationship;Pay by results;Exploitative?
(i) Employees our greatest asset need to be used effectively
419
Employer orientations towards the workforce
Interpretation Issues Reward agenda
Employees as liabilities troublesome responsibilities; need to be policed
How do we minimise problems;Keep under close surveillance?Wary/antagonistic?
Arms length relationship; minimise cost.
(ii) Employees are a liability need to be controlled
20
Employer orientations towards the workforce
Interpretation Issues Reward agendaEmployees are independent beings with choices based on logic and emotion loyalty contingent.
What do we want as an employee?What can we offer?Employee-centred relationship.
Understand employees preferences.Honesty and transparency.Service orientation.
(iii) Employees are customers need to understand and serve them
21
Employer orientations towards the workforce
Interpretation Issues Reward agendaEmployees are independent beings with choices based on logic and emotion commitment contingent.
What do we want as an employee?What can we offer?Partner -centred relationship.
Understand employees preferences.Honesty and transparency.Alliance orientation.
(iv) Employees are corporate allies develop a mutual success agenda
22
Alternatives; Consequencies; Contexts
e.g.:
reward on time committed
versus
reward on performance
(i) Alternatives:
3 themes present in all discussions
23
Alternatives; Consequencies; Contexts
e.g. of choice of payment by hour:
poor quality output
need to police hours worked
etc.
(ii) Consequencies:
24
Managers should try to define given the current limitations of the environment, and the chances of altering them to make elbow room what the best course of action might be.
Alternatives; Consequencies; Contexts
(iii) Contexts:
Context-free Context-bound
525
Employee reward management contexts
Context factors:
industry sector age and scale of enterprise state of economic conditions legislation (eg national minimum wage, disclosure
requirements on executive remuneration) extent of globalisation presence or absence of trade unions skills shortages/tightness of labour market(s)/talent
war pressures technological profile geographical setting
26
Employee reward management contexts
Context factors (continued):
local/transnationally mobile workforce corporate governance priorities rate of product/service change duration of value-creation cycles annual employee voluntary turnover workforce demographics ownership/finance capital investment profile carbon footprint
27
Employee reward management contexts
Context factors (continued):
management style and values organisational culture mergers and acquisitions planned/pending joint ventures/partnerships
28
Summary
Reward defined extrinsic and intrinsic An effort bargain relationship-based Systems thinking interacting factors Employer-employee orientations Corporate, national and international contexts for
thinking and acting on employee reward
http://www.cipd.co.uk/subjects/pay/general/payrewrdovw.htm
for a CIPD factsheet.
29
Theorising employee rewardUnit 1.(ii)
30
Why theory?
the rules: theories are behind all employee reward ideas.
there are lots of competing theories knowing the rules helps you to understand whats said. knowing the sources and assumptions of ideas about what this or that reward policy/practice is predicted to do is empowering: you evaluate it through understanding,
and you decide if it fits the situation youre in (and why).
631
Closed system theory
Classical Labour Market - Economic man: market-based exchange relation assumption that an employee will seek to minimise sacrificed leisure time to work and to maximise the rate of pay. Labour supply and demand regulate the price (wage rates).
Units (hours) of labour
Wage rate
S
D
e
a)
32Labour units
Marginal Value of Labour
()
MVPL
B
C
AWage
Conventional view of labour demand
33Labour units
Marginal Value of Time
()
Supply of Labour
E
F
D
Wage
Conventional view of labour supply
34Labour units
Supply of Labour
E
F
D
Wage
Labour Demand
MVPL
B
C
A
GW *
L *
Conventional view of labour market equilibrium
35Labour units
Supply of Labour
E
F
D
Wage
Labour Demand
MVPL
B
C
A
GW *
L *
Conventional view of labour market equilibrium
36
Adam Smith (Wealth of Nations)
The whole of the advantages and disadvantages of different employment of labour and stock must, in the same neighborhood, be either perfectly equal or continually tending to equality. If in the same neighborhood there was any employment either evidently more or less advantageous than the rest, so many people would crowd into it in the one case and so many would desert it in the other, that its advantages would soon return to the level of other employments. This at least would be the case in a society where things were left to follow their rational course, where there was perfect liberty and where everyman was free both to choose what occupation he thought proper, and to change it as often as he thought proper.
Conventional view compensating wage differentials
737
Adam Smith (Wealth of Nations)
The five following are the principal circumstances which, so far as I have been able to observe, make up for a small pecuniary gain in some employments, and counterbalance a great one in others: first, the agreeableness or disagreeableness of the employments themselves; secondly, the easiness and cheapness, or the difficulty and expense of learning them; thirdly, the constancy or inconstancy of employment in them; fourthly, the small or great trust which must be reposed in those who exercise them; and fifthly, the probability or improbability of success in them.
Hay points: skill, responsibility, effort etc.
Conventional view compensating wage differentials
38
1. Non-pecuniary aspects of working conditions
2. Human capital: Expense of learning the business
3. Constancy of employment
4. Responsibility or trust reposed
5. Probability of success
Compensating Wage Differentials
Adam Smiths
39
Wage
Injury Probability
U1
U2U3
AB
CW2
W1
P1 P2
Example of conventional view
compensating wage differentials
Supply
40
Wage
Injury Probability
U1
U2U3
AB
CW2
W1
P1 P2
PW
Accept increase in probability of injury (P) in return for increase in wage rate (W)
Example of conventional view
compensating wage differentials
Supply
41
H
Wage
Injury Probability
Production
Technology
F G
W4
W3
P3 P4
Example of conventional view
compensating wage differentials
Demand
42
Wage
Injury Probability
U1
U2U3
HW5
P5
Work for W5Accept risk P5
Example of conventional view
compensating wage differentials
843
Closed system theory continued
Institutional Theory: factors in environmental and institutional context scale of organisation industry sector trade union presence imperfect information bounded rationality transaction costs imperfect mobility (mill towns)
b)
44
Closed system theory continued
Institutional Theory: decisions contingent on context may lead to a shared history common understandings emerge lead to a shared legitimacy of custom and practice
b)
45
Entry Level 1
Entry Level 2
Internal Labour Marketsc)
ports of entry
Administered wages; rent sharing46
Entry Level 1
Entry Level 2
Internal Promotion
Promotion as an incentive device - tournaments
Internal Labour Markets
Promotion as incentive/ reward
Not for fit
ports of entry
47
Unexpected termination of employment relationship
Separation as a discipline device !
Career Concerns
48
External succession as incentive
Succession as an incentive device !
Career Concerns
949
Top prize
CEO job
Tournaments
Relative performance measures
Lazear Rosen
Lazear, Edward and Rosen, Sherwin (1981) Rank-Order Tournaments as Optimum Labor Contracts, Journal of Political Economy, Vol. 89, No 5, October, pp 841-864.
d)
50
Promotions as a Tournament
versus
Promotions as a matching process
The Peter Principle
Employees in an organization rise to the level of their own incompetence.
Career Concerns - promotion
ALSO, when output depends on team effort this can lead to free riding Or sabotage - industrial politics influence costs.
51
Promotions as a Tournament ?
If it is a tournament (or any payment based on relative performance), there is more than one way to win a footrace
Bad-mouth oppositions Snuggle up to the boss etc
All non-productive activity-Influence activities
-Industrial politics
Career Concerns - promotion
52
Wage-gap theorye) Trade union mark-up
Monopoly power in the supply of labour allows trade union to secure a mark-up over the going or market rate
- especially where employer enjoys some monopoly power in the product market rent sharing
53
EarningsOr Costs
Age2118
Earnings with no degree
Earnings with degree
Human Capitalf) College decision
54
EarningsOr Costs
Age2118
Earnings with no degree
Earnings with degree
B
C
Student funds own education
Human Capital - College
10
55
No Training
Age21 65
Earnings
With Training
Human Capital on-the-job
56Age21 65
Earnings
With Training
No Training
Human Capital on-the-job
57
Productivityor Earnings
Age3021
Productivity with no training
Productivity with training
Hold up costs
B
C
Human Capital who pays?Simplifydiagram
58
Wage profile of trainee: 125 then 160
ProductivityOr Earnings
Productivity with no extra training
Productivity with extra training
Age3021
125
160
185
100
140
Wage premium = P
Human Capital who pays?
100 = productivity during training; 185 = after training140 = productivity without training;
59
Expected net present values:C the cost of trainingB the benefits that will accrue to the employerS the salary that must be paid because of the training
Assume employer pays for training:
B S > C train
The Arithmetic of training
60
Polar cases:
B > C
(i) S = 0 train, employer pays(ii) S = B employee should be willing to pay for training
if can find finance
The Arithmetic of training
11
61
Between these two polar cases:
B > C and 0 < S < BTraining should go ahead
Employee will pay up to SEmployer will pay up to (B-S)
Willingness to pay:S + (B - S) = B > C
Surplus to be shared
The Arithmetic of training
62
Specific Human CapitalProductivity with employer is higher once trainedProductivity no higher with other employerEmployer and employee share costs
General Human CapitalProductivity higher everywhereEmployee pays
Barron and Kreps Chapter 15
Human Capital who pays?
63
The gross value added from the training is affected by:1. Factors that impact on the employees tenure
with the firm, including demographics, local job market conditions, and the firms HR practices.
2. The employees pre-existing skills and how the training in question might complement those skills.
Training
64
3. The impact of the training on employee effort and loyalty, because the training improves the employees bargaining position vis--vis the firm.
4. Spillovers to other employees, both direct (the newly acquired skills are shared with co-workers) and indirect (by signalling to others and by reinforcing the organisations culture).
5. The impact the training programme has on recruitment.
Training
65
The share of this value added that is retained by the firm depends on the general bargaining strengths of employee and employer, including:a) The extent to which the training develops
firm-specific versus more general-purpose human capital
b) Whether a substantial lemons problemexists for other employers who might seek to lure the employee away
c) The degree of employee inertia, particularly loyalty engendered by the training
Firms share of value added
66
1. Outstanding training programmes can be leveraged by turning them into general training institutes, which both amortises the cost of the programme and gives the organisation the ability to skim the cream of trainees.
2. Government support can sometimes be enlisted to help defray the costs of training.
3. On-the-job training can sometimes be relatively cheap, and apprentices can sometimes be employed for less than the value they provide the organisation.
Costs of training
12
67
1. Cost-benefit calculations concerning human capital investments may be distorted because important benefits are intangible or long-term in nature.
2. Additional benefits of training arise through symbolic effects and impacts on third parties.
3. Systematic experimentation with the design of training programmes, criteria for selecting whom to train, and post-training assignments can help identify and maximise the value-added features of training activities.
Designing training programmes
68
Principal-Agent Relationship: Principal (owner) wants hard working employee Employee wants a pleasant life
Supervision - expensive
Pay for PerformanceIncentive alignment mechanism design
Principal-Agent Theoryg)
69
Motivation
Standard economic model utility maximising rational amount of effort?
Income goodEffort bad
Asymmetric information complicates matters:hidden action
moral hazardpost-contractual opportunism hidden
information adverse selection
pre-contractual opportunism70
Principal-agent solution
Two-part approach
1: figure out what agent will do by way of effort when confronted with various incentive (payment by results) contracts
2: use this information to select the scheme that (given the predicted reaction of the agent) produces the greatest profit
Action may not always be effort minimising. E.g. CEO takes pleasure in increased status from running larger organisation and may be led into acquisitions (M&A activity) that are not in the interest of the company.
71
Performance
Pay
Firm A
Firm B
Base Pay versus Performance Pay
Incentive compensation
(i) e.g. executive pay
72
Self selection of high ability types
Self selection of entrepreneurial types
Tolerance for risk
Self-belief
Base Pay versus Performance Pay
Rewards effortPost-contractual:
Pre-contractual:
13
73
Years of service
Pay
Firm A
Firm B
Base Pay versus Performance Pay
Deferred compensation
(ii) e.g.
Deferred payment
74
Motivation and Remuneration
Hidden information adverse selection
Stay for a long time ?- Low pay but great pension.
Hidden action moral hazard
Work hard in the interests of firm?- zero base pay but high bonus
75
Principal-agent solution
Two-part approach
1: Figure out what agent will do by way of effort when confronted with various incentive (payment by results) contracts
2: Use this information to select the scheme that (given the predicted reaction of the agent) produces the greatest profit subject to the outcome remaining attractive to the agent
Action may not always be effort minimising. E.g. CEO takes pleasure in increased status from running larger organisation and may be led into acquisitions (M&A activity) that are not in the interest of the company.
76
Higher commission rates provide stronger incentives than lower commission rates
A high commission rate above a certain threshold isgenerally better than a low rate on all sales, butthe threshold setting process must have integrity:
Dont change targets easily Never use individual past performance as the new target Avoid caps since high productivity workers are penalized
Some principles of incentive design
We will see that caps are very common in the design of directors remuneration
77
Analogy of the fish in the water
Gordon Bethune Continental Airlines (now part of United)
78
Signalling:Want high ability peopleEducation signal is cheaper to the more ableThe more able signal their presence by offering
educational credentials
Screening: Employer may use a difficult to alter
characteristics to indicate a difficult-to-measurelabour market characteristics
Can lead to discrimination e.g., gender and career intentions
Signalling and Screeningh)
14
79
Organisations can encourage the right applicants through: Offering premium wages and conditions, thereby
attracting a larger, more able applicant pool Self-selection, which is a powerful tool for
finding applicants who fit Referrals from current employees, which often
have beneficial effects (including on the referrer) but can also reproduce the existing workforce
Judicious use of personnel search organisations
Recruitment
80
Closed system theory
Psychological drives
regulate the motivation to work (for reward)
motivational drive to obtain extrinsic reward will diminish as basic needs are satisfied
individuals will be motivated to satisfy higher-order (intrinsic) needs self-actualise.
Closed system The managerial role is limited:
just respond to the conditions.
i)
81
j) Efficiency Wages
Paying higher wages is CHEAPER:
1. Cheat-threat effect
2. Sample selection effect
3. Turnover effect
4. Gift-exchange/ Morale effect
5. Union deterrence effect
82
Deferred compensation
Wage
Age
Productivity
Waget
A
B C
D
E
F
Alternative view - Bondingk)
83
Deferred compensation
Wage
Age
Productivity
Waget
A
B C
D
E
F
Alternative view - Bonding
84
OBEF = OACDEF in present value terms
Allows reduced supervision costs more efficient
Wage
Age
Productivity
Waget
A
B C
D
E
F
Alternative view - Bonding
15
85
Employment Contracts:
1. Spot contract for future service
2. Contingent claims contract
3. Wait for future then spot contract
4. Contract now for authority relationship
Possible modes of employer-employee relationship:l)
86
All beset by transactional details:
1. First-mover advantage
2. Problems of opportunism
3. Bounded rationality
4. Information impactedness
Problem is to elicit consummate performance (not just perfunctory performance)
87
Transaction cost economics interpretation of internal labour markets suggests solution is:
Governance structure
Problem is to elicit consummate performance (not just perfunctory performance)
88
In many employment situations, employees and employer are increasingly bound to one another as they develop relation-specific assets, which dulls the discipline of market forces. This can subject either side to the threat of
exploitation or a hold-up, leading to inefficient contractual guarantees, refuse to invest in the relation, or simply refuse to contribute to the common good, fearing that any such contributions will go unreciprocated
Asset specificity
89
Example:
Your company has just paid for you to go on theEdinburgh Business School MSc in HRM.
It is now time to return to your company and you are getting very attractive offers from alternative employers.
What to do?
Asking for a big raise hold up cost90
But the threat of hold-up say, of the employee by the employer can be defeated by at least three means other than by law or contractual provision: Goodwill on the part of the employer, or an
ethical aversion to exploiting employees A balance of power, arising from the credible
threat by the employee to retaliate (to the extent possible) if s/he is exploited
The desire of the employer to maintain a reputation generally among employees (and prospective employees) for not being exploitative
Avoiding hold-up costs
16
91
Governance in employment is efficient if decision-making authority vests in a party that:
(a) has access to and ability to use information to make efficient decisions;
and (b) can be trusted by the other side because, say, she has an adequate reputation stake.
reputation and trust
92
Several qualifications to the balance-of-power and reputation stories must be given.1. Efficiency is a product of well-designed
governance and cooperative expectations. Neither alone is sufficient
2. Expectations are formed only through time, based on experience, which can make it difficult to change HR practices and policies
3. Trust is destroyed when a party with decision-making authority can take enormous immediate advantage of the other side
qualifications
93
4. Reputation faces a free-rider problem that is not always easily solved. Employees are most likely to solve the free-rider problem and sanction an exploitative employer when they are interdependent and/or proximate, socially homogenous, subject to peer pressure, or organisationally bonded (eg through common language, titles, or socialisation experiences)
5. In both the balance-of-power and reputation stories, the contract between parties must be clear, giving a rationale for the sort of consistency discussed in Chapter 3
qualifications
94
In the balance-of-power and reputation stories, the exact terms of trade are not fixed by economic factors alone, but depend on bargaining ability, expectations, social custom, and the like.
This economic framework is silent in two important ways (dealt with in Chapter 5): It highlights the crucial importance of the
parties expectations but offers little insight into where those expectations come from
It is silent on the formation of things like employer and employee goodwill
non-market influences
95
Psychological drives (continued)m)
Herzbergs two-factor theory
(motivation-hygiene theory)
Extrinsic versus intrinsic factors
certain motivator factors in the workplace cause job satisfaction,
Pay may be an extrinsic hygiene factor
achievement, competency, status, personal worth, and self-realization
other separate set of hygiene factors (or absence of) cause dissatisfaction
supervision, technical problems, salary, interpersonal relations on the job, and working conditions
96
Psychological drives (continued)Maslows hierarchy of needs
Physiological needs
Safety needs
Belonging
Esteem
Self-actualization
Financial security, Health,Safety
water,
food
Friendship
Family
17
97
Goal setting/ Expectancy Theory
Value of reward
Reward Probability given effort
effort
abilities
role
perceptions
Performance
98
Goal setting/ Expectancy Theory
Value of reward
Reward Probability given effort
effort
abilities
role
perceptions
Performance
extrinsic reward
intrinsic reward
Satisf-action
99
Value of reward
Reward Probability given effort
effort
abilities
role
perceptions
Performance
extrinsic reward
intrinsic reward
Satisf-action
100
Expectancy(will performance lead to result)
Instrumentality(will result turn into reward)
Valence(assessment of likely satisfaction of reward)
101
Organisational
Culture;
Experience;
Expectations;
Alternatives
Fairness;
Trust;
Delivery
of the deal
Citizenship;
Commitment;
Motivation;
Satisfaction
Psychological contract:
Causes: Content: Consequencies:
A fair days work for a fair days pay.
We pretend to work and they pretend to pay us.102
Employment as a Social Relation
Employment relations are shaped by economics and by social and psychological forces.
Process and symbolism are at least as important to effective HRM as are the content and economic values of HR practices.
n)
18
103
Key cognitive and social-psychological processes
A number of cognitive and social-psychological processes are key to employment relationships:
1. Anchoring on available and salient cognitive anchors for example, the level of performance expected by superiors often anchors the level of performance that is provided
104
2.Attributions about attitudes, motivations, and behaviours, based on inferences from observing our own conduct:2.1 Intrinsic motivation to do a task
can be muted by calling conspicuous attention to extrinsic rationales for doing the task. When extrinsic rationales are absent, individuals tend to attribute effort they expend to their liking of the task or some other higher purpose, thereby enhancing commitment.
105
2.2 Commitment so derived escalates the longer the individual performs the task without attributing motivation to external influences.
2.3 Intrinsic motivation is probably more prevalent than you think and represents a powerful motivational device in situations where extrinsic incentives are hard to get right.
Making monetary rewards (e.g., bonuses) too salient can be counterproductive 106
3. Individuals evaluate their position relative to others, in a process of social comparison:3.1 Social comparisons sometimes occur
upward and downward, but in work settings the most common comparisons are horizontal, vis--vis others who are similar demographically, in terms of status, etc.
3.2 Formal organisational categoriesshape the social comparisons individuals make. So organisations use categorisation processes (job levels etc.) strategically to affect outcomes and behaviour.
107
4. Individuals attend not only to the absolute rewards they receive, but how they fair relative to others (distributive justice) and the processes by which outcomes are determined (procedural justice):4.1 Distributive justice can be assessed
based on ideas of equality, meeting needs, or (more prevalent in work settings) the equity principle that rewards should go to those who contribute the most.
108
4.2 Perceptions of procedural justice tend to rise when procedures: are based on valid criteria; are applied consistently and explained clearly by competent individuals; reinforce organisational values and culture; do not denigrate the individual; and involve participation and a right of appeal.
19
109
5. Reciprocity and gift exchange the desire to reciprocate gifts in kind can be a powerful force for eliciting consummate effort from employees. The nature of the gift and the situations of the gift giver and receiver all affect the extent to which a gift is perceived as such.
110
6. Status inconsistency occupying discrepant positions on multiple organisational and/or social hierarchies can have negative effect. Unnecessary status conflicts should be avoided; where they are necessary or unavoidable, artificial means for reinforcing the desired status hierarchy can help (e.g., low badge numbers denoting long-tenure at Apple).
Pay, authority level, and technical expertise should balance where possible
111
7. An important source of organisational inertia is a need for legitimacy in organisational practices (building trust through consistency). Constant change de-legitimises practices.
This organisational inertia can be regarded as a legitimation cost.
112
113
1. labour rates are the same as labour costs.
2. cutting labour rates will lower labour costs.
3. labour costs represent a large portion of a company's total costs.
4. keeping labour costs low creates a potent and sustainable competitive edge.
5. individual incentive pay improves performance.
6. people work primarily for the money.
Jeffrey Pfeffer: Six Dangerous Myths About Pay (HBR May/June 1998)
114
Closed system theory
Closed system The managerial role is limited:
just respond to the conditions.
20
115
Criticisms of closed system theory
Fails to explain observed variations to similar groups across system all other things equal is ambiguous in day-
to-day practice - becomes messy. Most people dont behave this way because of bounded knowledge need to earn an income for living costs.
People read signals conveyed by extrinsic reward regarding what an organisation regards as
important and may use wage to reinforce higher-order senses such as self-esteem.
116
Open systems perspective
Pay rate
Supply
Demand
Competition in labour market
117
Open systems perspective
Pay rate
Supply
Demand
Competition in labour market
Education
Training
decisions
Behavioural expectations
Household work-life constraints
118
Open systems perspective
Pay rate
Supply
Demand
Competition in labour market
Education
Training
decisions
Behavioural expectations
Household work-life constraints
Institutional:
legal + social norms
trade unions etc..
119
Open systems perspective
Pay rate
Supply
Demand
Competition in labour market
Education
Training
decisions
Behavioural expectations
Household work-life constraints
Institutional:
legal + social norms
trade unions etc..
Management input
Efficiency wages
Principal-agent incentives etc. 120
Benefits Complementary skills and experiences Greater flexibility Social benefits -- fun and commitment Less resistant to change
Costs Coordination costs Personal discomfort and conflict Diffusion of responsibility, free riders Increased risk seeking
Costs/ Benefits of Teams
21
121
Principal-Agent Relationship: Principal (owner) wants hard working employeeEmployee wants a pleasant life
Supervision
Pay for PerformanceIncentive alignment
About Teams
122
Free-Rider Problem in teams: Team of 10 Share productive effort My effort in the next hour costs me 50 My effort in the next hour creates 100 value My slacking has opportunity costs = 10 Incentive to slack as become free rider
About Teams
123
Note on last example: If I slack and no one else does
I get 90 for an hour of slacking If everyone else slacks and I work
I get 10 for an hour of work and that hour cost me 50So I net -40 on the experience
If everyone else slacks and I slack I get zero
About Teams
124
Prisoners Dilemma:
Others Work
Others Slack
I work (50,50) (-40,10)
I slack (90,40) ( 0, 0)
(My net pay-off, net pay-off of representative other team member)
About Teams
125
So why work in teams?! The whole is greater than the sum of the parts (lifting) Specialization (Adam Smith) Knowledge Transfer (hold-up costs and opportunism)Appropriate measurements Widespread information sharing Individual and group rewards
About Teams
126
Necessary expenditure on employee reward
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127
Issue Theory Source Comment
Wage Market clearingNeo-classical economics Closed system
Attraction of skilled labour Human capital
Institutional economics
Premium to skills / experience
Control and retention
Exchange theory,Efficiency wages
Institutional economics, Bargaining to limit
instrumental behaviour
StabilityInternal labour market;Rent sharing
Institutional economics,Industrial relations
Large private firms or public sector
Incentives Tournaments Managerial economics Premium on talent128
Management influence on work attitudes and behaviour that arises form employee reward
129
Issue Theory Source Comment
Employee discretion Role Sociology Vague
Managerial control Agency
Labour Economics Alignment of interests
Employee satisfaction Drive theories
Managerial psychology Job enrichment versus
reward
Learning/ training
Reinforcement theory
Managerial psychology Danger of damaging implicit
contract
Incentive for future oriented effort
Expectancy theory
Managerial psychology
Signals as credible information
Informational signals
Cognitive evaluation theory
Managerial psychology
Continuous effort-reward bargaining is ongoing 130
Fair returns to investment in human capital with employer
131
Issue Theory Source Comment
Perceptions of organisational justice
Distributive/Procedural/InterpersonalJustice
Political science,Sociology
Attention to process as much as to substance of employee reward
Trust in employer to honour implicit expectations
Psychological contract theory
Managerial psychology
Need to avoid damaging employees implicit expectations
132
Report in People Management (June 2008) accessed by following the Internet hyperlink: http://www.peoplemanagement.co.uk/pm/articles/2008/06/long-term-pay-deals-a-safe-choice-in-uncertain-times.htm
prompts consideration of the way employers and employees may be theorising the implications of pay-rate-setting over the short versus medium term, when concerns exist related to economic uncertainty.
Exercise:
Reflect on the apparent indications that people in the public and private sectors are adopting alternative employee reward determination theories.
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133
Summary
A rationale for practical theory on employee reward
Closed system theory and its critics Interactive open perspectives on reward
setting Theories on level of reward to be set Theories on managerial influence through
reward Theories on principles of organisational
justice and the balance between explicit and implicit contracts