Conny Herbert ANTONI
University of Trier, Germany
Vlerick Business School, Belgium
Manchester Metropolitan University Business School, U.K.
Business School - London Metropolitan University, UK
Work Psychology and Leadership - Department of Industrial Engineering and Management - Aalto University School of Science, Finland
Professor Jill RUBERY
Manchester Business School, U.K.
With the paper entitled :
‘ Public Sector Austerity and the Threat to Gender Equity’
Professor Bernd FRICK
University of Paderborn, Germany
With the paper entitled :
"The Remuneration of Professional Football Players: Theory and Evidence"
The challenges of managing reward in an international context are considerable within a global economy whose balance is ever shifting. During the last 25 years we have seen not only a more rapid global expansion of organizations seeking to exploit business opportunities in developing countries and formerly closed economies but also the emergence of new organizations in these countries such that developing countries and new regions have become major global players in their own right. Such developments have thrown up many challenges simultaneously that might impact upon organizations’ reward strategies and systems. Key issues include governance, stakeholders’ variable power and influence, leadership, cultural norms and values, legal systems, political and economic vagaries, competitive pressures, pay setting methods, and the use of expatriate versus home country labour and global career management.
The influence and presence of global players from western economies will continue to remain substantial, and emerging organizations in developing economies have learned a great deal from their western counterparts. But an interesting area of inquiry is the extent to which emerging economy organizations are now developing their own reward strategies. Global expatriate reward management has been a key issue on the agenda of organizations for some time and is relatively well-established. While we know about the ways in which many of the global organizations are managing rewards, we do not fully understand how far the dynamics between them and host country may have shifted and how far reward strategies for host country nationals may be changing in the context of economic and social development. In addition, we do not know the role of local values in what is considered rewarding.
Furthermore, the issue of fairness is gaining importance in economies where the dispersion of wealth is already substantial or continues to widen amid increased pay deregulation, diminished or no trade union influence and high unemployment. Cultural and social changes extend the notion of fairness to gender-related disparities in total rewards and the need to cast a critical eye on a number of entrenched reward practices. Organizations may face structural scarcities within the labour market leading to additional (upward) pressure on base and variable pay and need to develop ‘creative’ employee benefits. In any case, firms will have to carefully think about their ‘employee value proposition’ and reward strategy. All these evolutions are taking place in an economic environment which is (still) uncertain and which necessitates firms to pay additional attention to their labour costs and how these are managed. Limitations on the total value of the ‘pay pot’ call for more differentiation between low and high performers, which puts additional pressure on performance management systems.
The financial crisis is still upon us and unanswered questions remain about the leadership and value and contribution of executive rewards within economies. It is no surprise that executive remuneration remains under increased public scrutiny and regulators, both on a local and a European level have undertaken actions. The question of what a pay system driving long-term sustainable value creation should look like remains largely unanswered. The financial crisis has also brought into the discussion the role of start-up companies for the economy. The question of rewarding elements in emerging new companies is increasingly interesting. The same holds for the behavioural impact and the design of variable and flexible pay systems, particularly where cultural norms and behaviours may deviate from a western model.
We cannot overstate that, more than ever, there is a strong need for practice-relevant academic research in the field of reward management in order to help firms face global challenges in their economic, social, environmental and regulatory business contexts.
This conference focuses on recent relevant academic research in the field of reward management in advanced and developing economies. It also seeks to function as a bridge between academics and practitioners. In this respect, a number of reward professionals will also be invited to exchange ideas in order to stimulate the dialogue between research and practice.
The conference brings together both researchers and practitioners in the field of reward systems: researchers from universities, business schools and other research institutions, human resources professionals from companies, consulting firms, and general managers responsible for developing reward strategies, systems and their implementation in companies, and reward system experts from employers’ and employees’ associations.
The papers presented in this conference are expected to fit broadly – but not exclusively – into one of the following themes:
1. Reward in national and international contexts
- Reward strategies within their business context (e.g., culture, organizational strategies, structure, global vs local etc.)
- Aligning rewarding with the other HR instruments
- Rewarding in the context of the changing labour market
- Reward mechanisms in start-ups
- Total rewards
- Roles, perspectives and interests of the different stakeholders (e.g., employees, financial investors, government, unions)
- Reward models in unionised settings
- Reward governance (e.g., remuneration committees)
- Reward management in specific sectors (e.g., public sector, third sector, small and medium-sized workplaces)
- Rewarding specific employee groups (e.g., executive remuneration, sales force remuneration, blue and white collars, expatriates, knowledge workers)
- Sustainability and corporate social responsibility
- Meaning of cultural context in rewarding
2. Reward systems
- Expatriate reward management
- Performance-related pay
- Collective rewarding
- Competence-based pay
- Employee benefits
- Flexible rewards
- Measuring and evaluating reward systems
- Non-financial rewards
- Employee and line management participation in implementation of reward systems
- What makes reward policies and systems effective?
- Communication on rewarding
ISSN number for the workshop papers is : 2295 - 1695
Please click HERE to download the workshop programme.
We are currently evaluating available options to enable us publish a special edition of an academic journal from selected conference papers. Further details will be posted in due course.
The conference will run over two full days.
Day 1 will include one plenary speaker, presentation of conference papers and a discussion panel comprising academics and practitioners.
Day 2 will include one plenary speaker and the presentation of conference papers.
The conference will start on Monday December 2, 2013 around 8:30 am and is scheduled to end at approximately 5 pm on the following day.
The whole workshop will take place in the Hotel Métropole in which the EIASM premises are located
(Place De Brouckère-plein 31, 1000 Brussels).
Find details on how to reach us on : http://www.eiasm.org/r/contact-us
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.
* Hotel Métropole ***** (conference location)
Place de Brouckère 31 - 1000 Bruxelles
During the week :
Superior Single room at € 159 ,-/ night
Superior Double room at € 189,-/night
including buffet breakfast and all taxes !!!
During the week-end :
Superior Single room at € 140 ,-/ night
Superior Double room at € 170,-/night
including buffet breakfast and all taxes !!!
To take advantage of these special rates, please mention “EIASM” when making your reservation. However, according to the period of the booking, some better rates could be offered by contacting the hotel directly. We advice you to check on the web site first.
Contact : Mr.Chafik HABIB - Tel. : + 32 2 214 24 25 or + 32 2 214 24 26 or + 32 2 2142424 - Fax : 32 2 2180240
* Hotel NH Atlanta (next door) ****
Boulevard Adolph Max 7
Tel 00800 0115 0116 (free of charge) -firstname.lastname@example.org
Special rate (single or double room) 150 EUR (including breakfast)
Please mention "EIASM " when making your reservation.
* Citadines Sainte-Catherine Bruxelles Apart'hotel (10 minutes walk)
51 quai au Bois à Brûler - 1000 Brussels
Tel 32 2 221 14 11 - Fax 32 2 2211599 -www.citadines.com -
To book a room:
- by email to email@example.com
- by contacting the residence itself by phone on +32 221 14 11
- by email on firstname.lastname@example.org and mention EIASM
Studio Deluxe Studio (for 1-2 pers) at 123€/night + 14€ per person for breakfast
One-Bedroom Apartment Deluxe (for 1-4 pers) at 164€/night + 14€ per person for breakfast
* Resotel can also help you to find a room at a competitive price :email@example.com
Here is the search system of the company RESOTEL :http://www.belgium-hospitality.com/
Preferential EIASM rates: Brussels Airlines is pleased to be the Preferred Carrier and extends 10% discount on available economy fares from Europe, Tel Aviv & Moscow to Brussels. Go to www.brusselsairlines.com, and after having chosen your dates and cities of departure and destination, click the option "I have a promocode". Type EIASM2013 in the box displayed.
Book until 31/12/2013 and travel between 02 September and 31 December 2013.
FEES (VAT EXCLUDED)
The fees include participation to the :
- conference documents
- the conference dinner
- morning and afternoon refreshments
|For participants affiliated with an institution that is member or associate member of the EIASM's
|334,15 € (including 24,15 € VAT)|
|For participants coming from another academic institution
||391,15 € (including 24,15 € VAT)|
Cancellations made before November 10, 2013 will be reimbursed minus 20% of the total fee. No reimbursement will be possible after that date.
Payments should be made by :
- The following credit cards: Visa or Eurocard/Mastercard/Access
Ms. Graziella Michelante - EIASM Conference Manager
PASSAGE DU NORD - 19 - 1000 BRUSSELS - BELGIUM
Tel: +32 2 226 66 62 - Fax: +32 2 512 19 29