Examines theories, practices and debates in contemporary remuneration and performance management, with special reference to the trend away from traditional pay-for-position to performance-related remuneration at individual, work group and organisational level. Themes covered include: the concept of the New Pay , theories of employee motivation, competing perspectives on procedural and distributive justice, the ethics and effectiveness of performance-related pay, job-based pay and job evaluation, broadbanding, developing assessing and rewarding individual merit, recognition awards, gainsharing and team-based pay, profit-sharing and employee ownership plane, executive pay, and the development of comprehensive pay and performance management systems. Adopts a critical and multi-disciplinary perspective embracing Human Resource Management, Organisational Studies, Industrial Relations, Sociology, Labour Economics, Psychology and Ethics.