Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages.

Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.

Chapter - 00: Introduction; Section - ONE: Fundamentals of reward management; Chapter - 01: Reward management - An overview; Chapter - 02: Strategic reward; Chapter - 03: Total reward; Section - TWO: Aspects of reward management; Chapter - 04: Factors affecting reward; Chapter - 05: Financial rewards; Chapter - 06: Non-financial rewards; Chapter - 07: Motivation and reward; Chapter - 08: Engagement and reward; Chapter - 09: Performance and reward; Chapter - 10: Financial well-being; Chapter - 11: The gender pay gap; Chapter - 12: The ethical approach to reward and performance management; Section - Section THREE: Base pay management; Chapter - 13: Job evaluation; Chapter - 14: Market pricing; Chapter - 15: Grade and pay structures; Section - FOUR: Rewarding and recognizing performance; Chapter - 16: Pay progression through contingent pay; Chapter - 17: Bonus schemes; Chapter - 18: Team pay; Chapter - 19: Rewarding for business performance; Chapter - 20: Recognition; Section - FIVE: Rewarding special groups; Chapter - 21: Rewarding chief executives; Chapter - 22: Rewarding sales and customer service staff; Chapter - 23: Rewarding knowledge workers; Chapter - 24: Rewarding manual workers; Chapter - 25: International reward; Section - SIX: Employee benefits; Chapter - 26: Employee pensions and benefits; Chapter - 27: Flexible benefits; Section - SEVEN: The practice of reward management; Chapter - 28: Evidence-based reward management; Chapter - 29: Managing reward systems; Chapter - 30: Managing reward risk; Chapter - 31: Responsibility for reward; Chapter - 32: Reward management developments in the UK