The findings from e-reward's research programme are published in a series of research reports, launched in June 2002 - a collection of case studies, surveys and toolkits on contemporary reward issues.
Starting at £255 + VAT buys you a single annual subscription, giving you 10 world class reports each year, plus free access to our digital archive which contains every research report we have published.
- You must have a paid subscription to view this article. If you are already registered please login.
In Airbus UK, the principle of performance pay had long been argued over, and resisted by the unions. But a partnership approach to the issue, whereby unions and management work together to resolve organisational problems, and the work of a joint management-union project team has breached the principle, and resulted in new arrangements for the 2,800 unionised white-collar staff.
These achieve the company's objectives of rewarding good performance and relating pay to the market, while meeting union members' concerns over fairness and consistency. Concerns over equal pay have also played a part in setting up the new arrangements. Airbus has retained spot rates for 5,000 manual staff, in the face of fierce opposition to any alternatives.
For more details see our review, published in the 'News' section of e-reward.co.uk, 23 march 2005.
Issue - 29
Pages - 14
Type - Case Study
Date - 01/01/2005
WorldPay: Shaping Reward Architecture
A sale to private equity owners following the nationalisation of its parent, Royal Bank of Scotland (RBS), was the catalyst for a programme of reward and compensation change at WorldPay, a global leader in payment processing. This restructuring of...