The Routledge Companion to Reward Management

The Routledge Companion to Reward Management provides a prestige reference work and a state-of-the-art compilation, mapping out contemporary developments and debates on rewarding people in employment, and how they relate to business, corporate governance and management.

Reward management stands at the interdisciplinary interface between economics, industrial relations and HRM, industrial psychology and organisational sociology, and increasingly corporate governance incorporating debates around equity and fairness in and around the employment relationship and wider capital-labour relations. In recent years, trade union decline and widening differentials between those employed at the top of organisations have generated critical commentary in the popular media which can negatively impact on social cohesion.

Theoretically underpinned but practically oriented, this Companion will synthesise these trends and controversies around issues while tracing conceptual and empirical provenance, currency and future prospects. It will be an invaluable resource for student and researchers in reward management, corporate governance, management and HRM seeking convenient access to an area which is highly complex and controversial in application.

Professor Stephen J. Perkins, BA (Hons) MSc, DPhil (Oxon), Chartered FCIPD, Chartered Manager, FCMI, FHEA, is Professor of Corporate Governance and Leadership, London Metropolitan University. He completed his postgraduate education at the University of Oxford, where his doctoral thesis analysed strategies for managing senior management activity under the rubric of Anglo-American corporate governance principles. He is a Chartered Manager and Fellow of the Chartered Management Institute, a Chartered Fellow of the Chartered Institute of Personnel and Development, and a Fellow of the Higher Education Academy. Immediate past Chair of the Corporate Governance Special Interest Group of the British Academy of Management, he serves on the Academic Advisory Council of the Chartered Management Institute. He has occupied a series of senior management posts in industry during privatization and internationalization initiatives, served as a non-executive director, secretary to a FTSE top-30 board remuneration committee, and as an advisor to an array of state owned and stock market listed companies trans-nationally. With c.100 publications to his credit, Professor Perkins’ research focuses in particular on the interplay of corporate governance, strategy, performance and reward – connecting theory with practice. He is currently part of a trans-continental Australian-British-Canadian-USA research consortium exploring the interaction of business strategies and reward management. He has for several years held a commission from the CIPD to conduct the widely consulted annual survey of reward management across UK organizations, as well as co-authoring that institution’s core text Reward Management for students completing their professional education.