Strategic Reward: Making It Happen

Abstract

Armstrong and Brown hold great faith in strategic reward and present here their ‘new realism’ philosophy on the subject. They base this new work on their twenty years’ experience of advising on reward strategies. It examines the essence and context of strategic reward and considers the processes involved in developing and implementing reward strategies. It includes an overview of the risks and the opportunities in pursuing a reward strategy and demonstrates how critical it is to the dual agenda of successful organizational performance and the motivation and engagement of staff

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