The paper outlines the current situation in remuneration management particularly
in relation to the two key areas of job evaluation and performance-based reward
It proposes that the moves towards microeconomic reform will have a considerable
impact on how we currently view remuneration, and suggests a model to identify
reward options in the future particularly encompassing skill-based pay, team-based
pay and variable reward Finally, the paper suggests that in the 1990s there will
be increasing emphasis on who decides how much executives should be paid, and
that increased flexibility in remuneration will be used to help meet broad family
obligations.
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