Purpose – This paper seeks to explore the reasons why many organisations do not evaluate the effectiveness of their reward policies and practices, examines the approaches used by those organizations which do evaluate, and develops a model of evidence‐based reward management which describes...

<title/> This article explains the concept of ‘new’ reward (for example variable pay, market-based pay, performance-related pay and team-based pay) and why recent UK governments have encouraged it. The extent and effectiveness of new pay practices in the public sector is investigated. The author...

Purpose – The aim of this article is to argue that human resources (HR) should adjust the role it performs depending on its local environment – what is desirable and achievable. Design/methodology/approach – The paper discusses the arguments for and against the arrival of a universal...

Purpose – The aim of this paper is to ask why western organisations appear to be moving towards a single global HR model that minimises cultural differences compared with Asian organisations that seem to allow more variation in HR policies and practices. Moreover, we try to identify the...

Purpose – This paper aims to explore the obstacles to human resources (HR) making a strategic contribution and to share ways of overcoming those obstacles. Design/methodology/approach – The paper uses case studies to demonstrate how organizations are successfully integrating people and...

1. Marketing is broken -- 2. What's wrong with traditional marketing today? -- 3. How buyers buy -- 4. Decision-maker ecosystems -- 5. How influence works -- 6. Who are your influencers? -- 7. Identifying and ranking influencers -- 8. Who should evaluate the influencers in your market? -- 9....

Discusses the organizational culture of Vodaphone in the mid‐1990s and the company’s attempts to bring about organizational change. In an attempt to change the culture from one of “command and control” to one of “coaching and collaboration”, a coaching programme was designed. This...

Features six lessons for firms seeking to introduce team rewards. Includes real‐life examples to illustrate these points and reports some relevant research findings. Concludes by condensing the lessons into three standards which are to be strategic, flexible and open.