The Routledge Companion to Reward Management provides a prestige reference work and a state-of-the-art compilation, mapping out contemporary developments and debates on rewarding people in employment, and how they relate to business, corporate governance and management.

Reward management stands at the interdisciplinary interface between economics, industrial relations and HRM, industrial psychology and organizational sociology, and increasingly corporate governance incorporating debates around equity and fairness in and around the employment relationship and wider capital-labour relations. In recent years, trade union decline and widening differentials between those employed at the top of organizations have generated critical commentary in the popular media which can negatively impact on social cohesion.

Theoretically underpinned but practically oriented, this Companion will synthesise these trends and controversies around issues while tracing conceptual and empirical provenance, currency and future prospects. It will be an invaluable resource for policy makers, practitioners, students and researchers in reward management, corporate governance, management and HRM seeking convenient access to an area which is highly complex and controversial in application.

Stephen J. Perkins JP DPhil (Oxon) is an Emeritus Professor, London Metropolitan University

and a Senior Research Fellow with the Global Policy Institute, London. His doctoral thesis at the

University of Oxford analysed strategies for managing senior management activity under the

rubric of Anglo-American corporate governance principles. He is a Chartered Manager and

Fellow of the Chartered Management Institute, a Chartered Fellow of the Chartered Institute of

Personnel and Development, and a Fellow of the Higher Education Academy. Immediate

past Chair of the Corporate Governance Special Interest Group of the British Academy of

Management, he has occupied a series of senior management posts in industry during privatization

and internationalization initiatives, served as secretary to a FTSE top-30 board remuneration

committee, as a board non-executive director, and as an advisor to an array of state-owned and

stock market-listed companies transnationally. With over 100 publications, Professor Perkins'

research focuses, in particular, on the interplay of corporate governance, strategy, performance

and reward - connecting theory with practice. He has for several years held a commission from

the CIPD to conduct the widely consulted annual survey of reward management across UK

organizations, as well as co-authoring that institution's core text Reward Management for students

completing their professional education.