Michael Armstrong is the UK's bestselling author of HRM books including Armstrong's Handbook of Human Resource Management Practice. Based in London, UK, he is a former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD).Duncan Brown is an independent rewards adviser and researcher. He has more than 30 years' experience with employers including IES, Aon Hewitt, PwC and Willis Towers Watson. He also spent five years as Assistant Director General and head of research and policy at the CIPD.

"That book has been my bible. This book is the Reward go-to reference point for academics and practitioners alike; the launch pad for a thousand reward schemes, research projects and student dissertations. I have drawn on it to teach Strategic Reward to Masters and MBA students. From two renowned experts in the field this latest edition has been substantially updated to cover contemporary topics. It's the only Reward book you will need."

• Chapter - 00: Introduction;Section - ONE: Fundamentals of reward management;Chapter - 01: Reward management – An overview;Chapter - 02: Strategic reward;Chapter - 03: Total reward;Section - TWO: Aspects of reward management;Chapter - 04: Factors affecting reward;Chapter - 05: Financial rewards;Chapter - 06: Non-financial rewards;Chapter - 07: Motivation and reward;Chapter - 08: Engagement and reward; Chapter - 09: Performance and reward;Chapter - 10: Financial well-being;Chapter - 11: The gender pay gap;Chapter - 12: The ethical approach to reward and performance management;Section - SectionTHREE: Base pay management;Chapter - 13: Job evaluation;Chapter - 14: Market pricing;Chapter - 15: Grade and pay structures;Section - FOUR: Rewarding and recognizing performance;Chapter - 16: Pay progression through contingent pay;Chapter - 17: Bonus schemes;Chapter - 18: Team pay;Chapter - 19: Rewarding for business performance;Chapter - 20: Recognition;Section - FIVE: Rewarding special groups;Chapter - 21: Rewarding chief executives;Chapter - 22: Rewarding sales and customer service staff;Chapter - 23: Rewarding knowledge workers;Chapter - 24: Rewarding manual workers;Chapter - 25: International reward;Section - SIX: Employee benefits;Chapter - 26: Employee pensions and benefits;Chapter - 27: Flexible benefits;Section - SEVEN: The practice of reward management;Chapter - 28: Evidence-based reward management;Chapter - 29: Managing reward systems;Chapter - 30: Managing reward risk;Chapter - 31: Responsibility for reward;Chapter - 32: Reward management developments in the UK

Michael Armstrong is the UK's bestselling author of HRM books including Armstrong's Handbook of Human Resource Management Practice. Based in London, UK, he is a former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD).Duncan Brown is an independent rewards adviser and researcher. He has more than 30 years' experience with employers including IES, Aon Hewitt, PwC and Willis Towers Watson. He also spent five years as Assistant Director General and head of research and policy at the CIPD.

"That book has been my bible. This book is the Reward go-to reference point for academics and practitioners alike; the launch pad for a thousand reward schemes, research projects and student dissertations. I have drawn on it to teach Strategic Reward to Masters and MBA students. From two renowned experts in the field this latest edition has been substantially updated to cover contemporary topics. It's the only Reward book you will need."

• Chapter - 00: Introduction;Section - ONE: Fundamentals of reward management;Chapter - 01: Reward management – An overview;Chapter - 02: Strategic reward;Chapter - 03: Total reward;Section - TWO: Aspects of reward management;Chapter - 04: Factors affecting reward;Chapter - 05: Financial rewards;Chapter - 06: Non-financial rewards;Chapter - 07: Motivation and reward;Chapter - 08: Engagement and reward; Chapter - 09: Performance and reward;Chapter - 10: Financial well-being;Chapter - 11: The gender pay gap;Chapter - 12: The ethical approach to reward and performance management;Section - SectionTHREE: Base pay management;Chapter - 13: Job evaluation;Chapter - 14: Market pricing;Chapter - 15: Grade and pay structures;Section - FOUR: Rewarding and recognizing performance;Chapter - 16: Pay progression through contingent pay;Chapter - 17: Bonus schemes;Chapter - 18: Team pay;Chapter - 19: Rewarding for business performance;Chapter - 20: Recognition;Section - FIVE: Rewarding special groups;Chapter - 21: Rewarding chief executives;Chapter - 22: Rewarding sales and customer service staff;Chapter - 23: Rewarding knowledge workers;Chapter - 24: Rewarding manual workers;Chapter - 25: International reward;Section - SIX: Employee benefits;Chapter - 26: Employee pensions and benefits;Chapter - 27: Flexible benefits;Section - SEVEN: The practice of reward management;Chapter - 28: Evidence-based reward management;Chapter - 29: Managing reward systems;Chapter - 30: Managing reward risk;Chapter - 31: Responsibility for reward;Chapter - 32: Reward management developments in the UK

Michael Armstrong is the UK's bestselling author of HRM books including Armstrong's Handbook of Human Resource Management Practice. Based in London, UK, he is a former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD).Duncan Brown is an independent rewards adviser and researcher. He has more than 30 years' experience with employers including IES, Aon Hewitt, PwC and Willis Towers Watson. He also spent five years as Assistant Director General and head of research and policy at the CIPD.

"That book has been my bible. This book is the Reward go-to reference point for academics and practitioners alike; the launch pad for a thousand reward schemes, research projects and student dissertations. I have drawn on it to teach Strategic Reward to Masters and MBA students. From two renowned experts in the field this latest edition has been substantially updated to cover contemporary topics. It's the only Reward book you will need."

• Chapter - 00: Introduction;Section - ONE: Fundamentals of reward management;Chapter - 01: Reward management – An overview;Chapter - 02: Strategic reward;Chapter - 03: Total reward;Section - TWO: Aspects of reward management;Chapter - 04: Factors affecting reward;Chapter - 05: Financial rewards;Chapter - 06: Non-financial rewards;Chapter - 07: Motivation and reward;Chapter - 08: Engagement and reward; Chapter - 09: Performance and reward;Chapter - 10: Financial well-being;Chapter - 11: The gender pay gap;Chapter - 12: The ethical approach to reward and performance management;Section - SectionTHREE: Base pay management;Chapter - 13: Job evaluation;Chapter - 14: Market pricing;Chapter - 15: Grade and pay structures;Section - FOUR: Rewarding and recognizing performance;Chapter - 16: Pay progression through contingent pay;Chapter - 17: Bonus schemes;Chapter - 18: Team pay;Chapter - 19: Rewarding for business performance;Chapter - 20: Recognition;Section - FIVE: Rewarding special groups;Chapter - 21: Rewarding chief executives;Chapter - 22: Rewarding sales and customer service staff;Chapter - 23: Rewarding knowledge workers;Chapter - 24: Rewarding manual workers;Chapter - 25: International reward;Section - SIX: Employee benefits;Chapter - 26: Employee pensions and benefits;Chapter - 27: Flexible benefits;Section - SEVEN: The practice of reward management;Chapter - 28: Evidence-based reward management;Chapter - 29: Managing reward systems;Chapter - 30: Managing reward risk;Chapter - 31: Responsibility for reward;Chapter - 32: Reward management developments in the UK