Human Resource Strategy provides an overview of the academic and practitioner responses to these and other questions. Applying an integrative framework, the authors review twenty years’ worth of empirical and theoretical research in an attempt to reconcile often-conflicting conceptual models and competing empirical results. The authors present much of the relevant research in the context of the critical strategic decisions that executives must actually make with regard to human resource investments and deployments. As a result, often complex theoretical models and scientific findings are presented such that they are not only understandable but also highly relevant to non-research-oriented practitioners.

Appraisal and Reward Subsystem

Appraisal and reward subsystem

As noted in Chapter 3, the appraisal and reward subsystem focuses on intrinsic and extrinsic financial and nonfinancial returns to the employee and the way in which the organization attempts to use such returns to direct and encourage desired attitudes and behaviors. Numerous researchers have applied several different theories to explain the link between organizational appraisal and compensation practices and performance and the way in which a wide variety of contingency factors can moderate such a relationship. In this chapter, we first review several of these theories. We then examine some of the strategic considerations that managers need to consider when designing an appraisal and reward subsystem. In this discussion, we will highlight the results of the initial ...

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