Jason D. SHAW (Chairperson) Conny Herbert ANTONI Xavier BAETEN Stephen J. PERKINS
Nearly 30 years ago, a new era dawned in rewards research and, more generally, in studies of human resource management systems. Several influential rewards researchers highlighted the importance of managing reward systems strategically and lauded the organizations that invested time, effort, and money in designing such systems. This flurry of activity culminated in several notable contributions to the literature including theoretical and empirical contributions to major journals (e.g., Balkin & Gomez-Mejia, 1987; 1990; Heery, 1996; Brown and Perkins, 2007), research-informed books/book chapters/reports (e.g., Lawler, 1990; Brown, 2001; Perkins et al, 2012; Trevor, 2009), and consulting-driven monographs, one of which coined the phrase “The New Pay” (Schuster & Zingheim, 1990), continuing with Pay People Right! (Schuster & Zingheim, 1992; 2000). Over the almost three decades since these conversations started in earnest there has been research progress, much of which has been summarized later in comprehensive reviews of the literature (e.g., Gerhart & Rynes, 2003; Rynes, Gerhart, & Parks, 2005; Perkins et al, 2016; Shaw, 2016). It may be time, however, for some collective reflection on the movement. Has its promise been fulfilled? Did “The New Pay” make any difference? Are there consistent patterns of supportive findings or areas where founding notions of strategic pay were not realized? Has there been any meaningful theory development beyond initial formulations of universalistic, contingency, and configurational views of organizational-level rewards. Is there any advancement beyond 'westernized' hegemony in this area? Has research on strategic compensation gone dormant? Within this theme, can we revisit some of the founding issues in strategic pay research and apply them to today’s pressing and enduring problems and issues? What about today's controversies in respect of pay disparities and fairness, demographics, geographies, and hierarchies? What about the elusive pay-performance match or the increasing emphasis on within-organization and across-society inequality?
This conference focuses on recent relevant academic research in the field of reward management. We seek submissions on topics related to the theme, but also other reward issues at all levels of analysis: theoretical, empirical, and case approaches are welcomed. The conference also serves as a bridge between academics and practitioners; we invite submissions written from either primary view or those with combination purposes. In addition to the academic programme, a number of reward professionals will also be invited to exchange ideas and stimulate the dialogue between researchers and practitioners.
Please click HERE to download the Conference Programme
Abstracts will be peer-reviewed.
Reward Management in Europe, Thunderbird International Business Review vol. 52 no. 3 (2010).
Balkin, D.B., & Gomez-Mejia, L.R. 1987. Toward a contingency theory of compensation strategy. Strategic Management Journal, 8, 169-182. Balkin, D.B., & Gomez-Mejia, L.R. 1990. Matching compensation and organizational strategies. Strategic Management Journal, 11, 153-169. Brown, D. (2001) Reward Strategies: From Intent to Impact, London: CIPD. Brown, D. and Perkins, S.J. (2007) ‘Reward strategy: making it happen’, WorldatWork Journal, 16, 82-93. Gerhart, B. & Rynes, S. 2003. Compensation: Theory, evidence, and strategic implications. Thousand Oaks, CA: Sage. Heery, E. (1996) ‘Risk, representation and the new pay’, Personnel Review, 25, 54-65. Lawler, E.E., III. 1990. Strategic Pay: Aligning organizational strategies and pay systems. San Francisco: Jossey-Bass. Perkins, S. J., Jones, S., Marriott, L. Shields, J. (2012) Aligning Strategy & Pay, London: Chartered Institute of Personnel and Development. Perkins, S.J.. White, G. and Jones, S. Reward Management: Alternatives, Consequences and Contexts. London: CIPD Publishing. Rynes, S.L., Gerhart, B., & Parks, L. 2005. Personnel Psychology: Performance evaluation and pay-for-performance. Annual Review of Psychology, 56, 571-600. Shaw, J.D. 2016. Pay levels and pay changes. In D.S. Ones, N. Anderson, Visweswaran, C., & H.K. Sinangil (Eds.), The SAGE handbook of industrial, work, & organizational psychology. Thousand Oaks, CA: Sage. Schuster, J.R., & Zingheim, P.K. 1992. The new pay: Linking employee and organizational performance. San Fransisco: Jossey-Bass. Schuster, J.R., & Zingheim, P.K. (2000) Pay People Right! Breakthrough Reward Strategies to Create Great Companies. San Fransisco: Jossey-Bass Trevor, J. (2009) Can pay be strategic? in Corby, S., Palmer, S. and Lindop. E. (eds.) Rethinking Reward. London: Palgrave Macmillan, pp. 21-40.
ISSN number for the workshop papers is : 2295 - 1695
LOCATION : The Hotel Métropole is marvelously well located right in the historical centre of Brussels, just a few steps away from the “Grand-Place”, the “Bourse” and the “Theatre de la Monnaie” and close to the central and north railway stations, that each have direct connections to Brussels International airport. Note that there are plenty of other hotels in the surroundings of the Metropole. HOW TO REACH US :
Place de Brouckère 31 - 1000 Bruxelles - During the week-end : (Night of Friday/Saturday & Sunday) :
Boulevard Adolph Max 7 Hotel Marivaux (very close) Boulevard Adolph Max 98 Special rates (breakfast and all taxes included) To book a room : reservation@hotelmarivaux.be and mention EIASM
FEES The fees include participation to the Workshop, documents, lunches, the workshop dinner and morning and afternoon refreshments.
Payments should be made by :
ADMINISTRATION Ms. Graziella Michelante - EIASM Conference ManagerEIASM - RUE FOSSÉ AUX LOUPS - 38 - BOX 3 - 1000 BRUSSELS - BELGIUM Tel: +32 2 226 66 62 - Fax: Email: michelante@eiasm.be
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