Delivering modernisation through a total reward framework? A UK Government agency case study
by Hilary Duckett; Nick Langford
International Journal of Business Performance Management (IJBPM), Vol. 14, No. 1, 2013

Abstract: This paper explores the concepts of new pay and total reward from a theoretical and empirical perspective. The context is one of a UK public sector executive government agency tasked with delivering best value and modernising government agendas. The paper explores the theoretical framework underpinning results-based management in the public services exploring the strengths and limitations of New Pay, New Public Management (NPM) and total reward frameworks. The objective of the paper is to explore reward management within the context of a public sector case study. Qualitative and quantitative empirical data is derived through an interview with a regional HR manager, published reports, internal documents and through an annual regional employee satisfaction survey. Data is used to model the reward framework. The data reveals tensions within the performance framework applied by the agency.

Online publication date: Thu, 28-Nov-2013

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