 Delivering modernisation through a total reward framework? A UK Government agency case studyHilary Duckett and Nick Langford International Journal of Business Performance Management, 2013, vol. 14, issue 1, 52-66 Abstract: This paper explores the concepts of new pay and total reward from a theoretical and empirical perspective. The context is one of a UK public sector executive government agency tasked with delivering best value and modernising government agendas. The paper explores the theoretical framework underpinning results-based management in the public services exploring the strengths and limitations of New Pay, New Public Management (NPM) and total reward frameworks. The objective of the paper is to explore reward management within the context of a public sector case study. Qualitative and quantitative empirical data is derived through an interview with a regional HR manager, published reports, internal documents and through an annual regional employee satisfaction survey. Data is used to model the reward framework. The data reveals tensions within the performance framework applied by the agency. Keywords: new public management; NPM; new pay; total reward; UK Government; United Kingdom; government agencies; modernisation; results-based management; public services; reward management; public sector; regional employees; employee satisfaction. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbpma:v:14:y:2013:i:1:p:52-66 Access Statistics for this article More articles in International Journal of Business Performance Management from Inderscience Enterprises Ltd |
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