Module Code: H9SRM
Long Title Strategic Reward Management
Title Strategic Reward Management
Module Level: LEVEL 9
EQF Level: 7
EHEA Level: Second Cycle
Credits: 10
Module Coordinator: COLETTE DARCY
Module Author: Isabela Da Silva
Departments: School of Business
Specifications of the qualifications and experience required of staff  
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Develop an understanding of strategic reward and how it can contribute to Organisational effectiveness.
LO2 Analyse and develop a critique of the different structures and approaches to reward management and how they can fit with the wider HR Architecture in organisations and contribute to the achievement of an organisation’s strategic goals.
LO3 Critically review the range of benefits and remuneration that can be employed to align with the HR strategy in achieving their people management goals.
LO4 Critically evaluate the significance of total rewards approach.
LO5 Analyse the internal and external influences on reward design and systems
LO6 Develop an understanding of the economic, legal and ethical considerations and compliance in the design of reward structures and approaches.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Entry requirements

There are no additional entry requirements for this module.  The programme entry requirements apply.  No pre-requisites or co-requisites apply. 
 

Module Content & Assessment

Indicative Content
An Introduction to Strategic Reward Management
To understand what is meant by the concept of Strategic Reward Management To critically evaluate the concept of Total Reward and challenges associated with it. To critique the different structures and frameworks that organisations can use to support the organisation’s strategic goals Develop and Implement Reward Strategies, Reward Policies Developing policies and processes to ensure fairness, equity and consistency in reward Ethical practice in reward management, pay audits
Influences/Factors affecting pay levels (Benchmarking, Economy, Competitors, National Wage Agreements, Company Branding)
Motivation and Reward Analytical and non-analytical job evaluation and job analysis Approaches to ensuring Equal Pay in organisations Benchmarking, Market Trends and pricing Influence of organisational context and industry Strategic fit and alignment with organisational culture (e.g., performance driven vs not for profit organisations) Economic trends and competitors
Total Reward
A critical review of the elements of a total reward approach to pay Monetary and non-monetary rewards Intrinsic and extrinsic motivation Engagement and Organizational Commitment
Range of Approaches to Remuneration and Benefits
Comparison and critique of different Grade and Pay Structures Performance Management and Reward Critique of approaches to performance appraisals and performance related pay A critique of contingent Pay, competency and contribution Pay Schemes, Bonus Schemes, Team Pay Flexible Benefits Packages
Pension Schemes and emerging trends
Comparisons and critique of Pensions Schemes, Defined Benefit, Defined Contribution and State Pension Emerging trends in pensions nationally and globally Demographic trends and challenges associated with pensions Auto-enrolment and tax considerations
Strategic Fit and Organisational Culture
Develop an understanding of strategic fit and alignment with wider HR strategies and structures e.g., career management and job families, competency development and broadband pay, talent management, resourcing strategies and challenges, retention policies Change management and reward as a vehicle for change Compare and contrast different approaches to reward in the context of organisational culture and its influences on reward and fit for purpose (e.g., Performance related pay in a charity or not-for profit organisation vs competency or contribution pay)
Organisational Performance Linked to Pay
Recognition Schemes, bonuses linked to company performance Reward Management for Special Groups Reward for Directors and Senior Managers and executives International Reward - Paying Ex-Patriates Rewarding Sales Staff or other groups with higher pay at risk Moral hazard and challenges associated with pay at risk and different pay structures Critique of pay approaches and role in driving behaviours in organisations
Ethical and Legal Considerations and Compliance
Equal Pay Gender Pay Gap National Minimum Pay and Living Wage Pay policies and pay audits Job Evaluation Schemes
Assessment Breakdown%
Coursework100.00%

Assessments

Full Time

Coursework
Assessment Type: Continuous Assessment % of total: 100
Assessment Date: n/a Outcome addressed: 1,2,3,4,5,6
Non-Marked: No
Assessment Description:
Students are required to design a reward strategy for an organisation of their choice or based on a case study issued in class. Students will be expected to deliver a critical review of the various approaches to reward and make an argument for how their recommendations will align with the business and contribute to the achievement of business goals.
No End of Module Assessment
No Workplace Assessment
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
Reassessment Description
The students if they fail this element then they must repeat the assessment or an alternative assessment may be set. A failed assignment and repeat of the assessment will be regarded as a second sitting.

NCIRL reserves the right to alter the nature and timings of assessment

 

Module Workload

Module Target Workload Hours 0 Hours
Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Classroom and demonstrations 36 Per Semester 3.00
Directed Learning Directed e-learning 36 Per Semester 3.00
Independent Learning Independent learning 178 Per Semester 14.83
Total Weekly Contact Hours 6.00
 

Module Resources

Recommended Book Resources
  • Armstrong M., Brown D., (2019) Armstrong's Handbook of Reward Management Practice, 6th Edition, Kogan Page. U.K.
  • Perkins S.J., and Jones S.E. (2020) Reward Management: Alternatives, Consequences and Contexts. 4th Edition.
Supplementary Book Resources
  • Armstrong M., and Taylor S., (2020) ‘Armstrong’s Handbook of Human Resource Management Practice, 15th Edition, Kogan Page, London.
  • Carbery R., and Cross C. (2013), Human Resource Management, Palgrave Macmillan UK.
  • Fisher, J.G. (2015) Strategic Reward and Recognition: Improving Employee Performance Through Non-Monetary Incentives. London: Kogan Page.
  • Rose M. (2018) Reward Management, A Practical Introduction. 2nd Edition, CIPD, Kogan Page, U.K.
Supplementary Article/Paper Resources
  • Bansal, K. (2018) ‘Organizational Blunders - Role of HR in Promoting Ethical Values’, Global Journal of Enterprise Information System, 10(1), pp. 75–80. doi: 10.18311/gjeis/2018/21427..
  • Bun, M. J. G. and Huberts, L. C. E. (2018) ‘The Impact of Higher Fixed Pay and Lower Bonuses on Productivity’, Journal of Labor Research, 39(1), pp. 1–21. doi: 10.1007/s12122-017-9260-9.
  • DEVARO, J. and HEYWOOD, J. S. (2017) ‘Performance Pay and Work-Related Health Problems: A Longitudinal Study of Establishments’, ILR Review, 70(3), pp. 670–703. doi: 10.1177/0019793916669148.
  • Hill, A. J. and Jones, D. B. (2020) ‘The Impacts of Performance Pay on Teacher Effectiveness and Retention: Does Teacher Gender Matter?’, Journal of Human Resources, 55(1), pp. 349–385. doi: 10.3368/jhr.55.2.0216.7719r3.
  • Lucifora, C. and Origo, F. (2015) ‘Performance-Related Pay and Firm Productivity: Evidence from a Reform in the Structure of Collective Bargaining’, ILR Review, 68(3), pp. 606–632. doi: 10.1177/0019793915570876.
  • Park, S. and Sturman, M. C. (2016) ‘Evaluating Form and Functionality of Pay-for-Performance Plans: The Relative Incentive and Sorting Effects of Merit Pay, Bonuses, and Long-Term Incentives’, Human Resource Management.
  • ‘Positive Reinforcement’ (2019) PM Network, 33(6), pp. 20–21,
    http://search.ebscohost.com/login.aspx?d irect=true&db=bth&AN=136698392&a mp;site=ehost-live
  • Sim, K. L., Curatola, A. P. and Rogers, J. W. (2011) ‘Job Security, Job Satisfaction, Effort-Reward Equity and Lean Manufacturing: A Field Study’, Proceedings for the Northeast Region Decision Sciences Institute (NEDSI), pp. 1231–1255,
    http://search.ebscohost.com/login.aspx?d irect=true&db=bth&AN=88844687&am p;site=ehost-live
This module does not have any other resources
Discussion Note: