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6TH REWARD MANAGEMENT CONFERENCE (RMC 2017)
THE NEW PAY REVISITED: PROMISES FULFILLED OR UNREQUITED?

BRUSSELS, 7-8 DECEMBER 2017
ORGANISING COMMITTEE

Jason D. SHAW (Chairperson)
The Hong Kong Polytechnic University, Hong Kong

Conny Herbert ANTONI
University of Trier, Germany

Xavier BAETEN
Vlerick Business School, Belgium

Stephen J. PERKINS
Global Policy Institute - London Metropolitan University, UK

Matti VARTIAINEN
Work Psychology and Leadership - Department of Industrial Engineering and Management - Aalto University School of Science, Finland

CONFERENCE THEME

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? 

WHO SHOULD ATTEND?

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.

PEER-REVIEW AND PUBLICATION OPPORTUNITIES

Abstracts will be peer-reviewed.

Following on the success following the previous two conferences in publishing selected papers in a journal special edition, it is anticipated that a similar opportunity will follow the 2017 conference.

The following Special Issues have been produced after : 

  • the 2015 conference :  

    Reward Management – Linking Employee Motivation and Organizational Performance’’ Journal of Personnel Psychology (2016)
    Antoni, C. et al (eds.)
     
  • the 2009 conference : 

Reward Management in Europe, Thunderbird International Business Review vol. 52 no. 3 (2010).
S. Perkins and M. Vartiainen (eds.)

 

 

CALL FOR PAPERS

Please submit an extended abstract of no more than two pages using the following sub-heading to guide your summary :

► Purpose (mandatory)
► Design/methodology/approach (mandatory)
► Findings (mandatory)
► Research limitations/implications (if applicable)
► Practical implications (if applicable)
► Social implications (if applicable)
► Originality/value (mandatory)


The deadline for abstract is

September 15, 2017

To be acceptable, proposals MUST be submitted only through this web site !!

All submissions must be in English.

Please click HERE to submit ON LINE.

REFERENCES

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

ISSN number for the workshop papers is : 2295 - 1695

IMPORTANT DATES FOR AUTHORS

Submission of two page abstract

September 15, 2017

Submissions will be considered for presentation at concurrent sessions by the Scientific and Organizing Committee. 
A response will be given by

October 1, 2017

Registration of the Accepted Submitters

October 15, 2017

Accepted authors will then be asked to send their full paper by

November 20, 2017

 

CONFERENCE SCHEDULE

The conference will start on Thursday December 7, 2017 around 8:30 am and is scheduled to end at approximately 5 pm on the following day.

LOCATION - ACCOMMODATION - REGISTRATION - FEE

LOCATION :

The whole workshop will take place in the premises of EIASM that are located in the Hotel Métropole (Place De Brouckère-plein 31, 1000 Brussels).

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.

ACCOMMODATION - REGISTRATION AND FEE :

Details will be posted soon.