Stephen J. Perkins JP DPhil (Oxon) is an Emeritus Professor, London Metropolitan University

and a Senior Research Fellow with the Global Policy Institute, London. His doctoral thesis at the

University of Oxford 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 has occupied a series of senior management posts in industry during privatization

and internationalization initiatives, served as secretary to a FTSE top-30 board remuneration

committee, as a board non-executive director, and as an advisor to an array of state-owned and

stock market-listed companies transnationally. With over 100 publications, Professor Perkins'

research focuses, in particular, on the interplay of corporate governance, strategy, performance

and reward - connecting theory with practice. 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.

Table of Contents List of Figures and Tables List of Contributors Acknowledgements PART ONE: Contextualising and theorising employee reward management 1. Whither Reward Management Theory Research and Practice? The Essential Companion: Introduction to the Volume and its Themes 2. Reward Management and the Economy 3. Psychological Perspectives on Reward Management 4. Framing Psychological Processes in Employee Reward Management 5. The Dark Side of Reward Management Framed in the Sociological Tradition 6. The Discursive Side of Reward Management 7. New Realism in Strategic Reward Management 8. Maslow and Motivation: Revisiting Seminal Ideas PART TWO: Contemporary Themes in Reward Management 9. Pay Transparency 10. Socially Responsible and Sustainable Rewards Programmes: The New Frontier 11. Evaluating Reward Strategies, Programmes and Policies 12. Gender Pay Gaps and Solutions 13. Influences on reward mix determination: evidence from UK financial services 14. A Behavioural Perspective for a Change agenda for Executive Rewards 15. The Employee Voice in Reward Management 16. Consequences of Digitalized Working Life for Reward Management in Theory and Practice 17. Segmenting International Assignments: Organizational Justice 18. Adapting to A Global World: Rethinking Incentives 19. Global Reward Management 20. The Social Construction of Valuing Work 21. Minding the Gap in Reward Management: The Academic - Practitioner Divide 22. The Risky Business of Rewarding for Performance PART THREE: Reward management in practice 23. Employee Benefits: What's the Point? 24. Employee Recognition Schemes 25. Employee Financial Participation 26. Employee Pensions in Changing Times 27. The Market - What Market? London's Big Bang Reward Consequences, Myths and Morality 28. CEO Pay and Corporate Financialisation: The UK in Comparative Perspective 29. The Importance of Financial Support to Female Expatriation 30. Reward Management in the Public Services: Continuity and Change 31. Reward Management and Organizational Citizenship Behaviours in UK Banks 32. Developments in Pay Systems in China 33. Rewarding Employees in the Chinese Hospitality Industry 34. Organisation Design and Incentive Systems: Evidence from China 35. Reward Management at Huawei, China's Leading Global Enterprise 36. Reward Management in Mexico 37. Rewards in European Transition States 38. Reward Management in Knowledge-Intensive SMEs: Evidence from Italy 39. Poor Remuneration Management and its Consequences in the Ethiopian Civil Service 40. The Story of Indian Remuneration