Editorial

摘要

The performance and reward of individuals, groups and organisations underpin the effort-reward exchange in the employment relationship, as well as pervade the HRM agenda in complex and contradictory ways. Performance and reward matter to the major stakeholders in the firm - managers, workers, trade unions, shareholders and customers. Each of these stakeholders has their own agenda and does not necessarily share the same expectations or perceptions of any given situation, for example, on what level of reward is justified for a given level of performance. Performance and reward are also a function of contextual influences that relate to society, a particular industry or an organisation. In short, we are dealing with a pluralist framework of huge potential complexity where conflicting, multiple goals create a range of strategic tensions.