reward management 
HR REPORT
REWARD MANAGEMENT
THE CASE OF CITY BANK
Human Resource Management
Individual Report
Executive summary
According to the case study of City Bank (Bratton and Gold 2007, p.399), due to the
1986’s financial deregulation in UK, the company was suffered from increased competition and technological changes and thus, had to improve itself to survive. But the plan seemed to have a number of limitations. Therefore, we recommend some extra as well as alternative solution for better sake.
Background
The subject of the case is the UK’s medium-sized clearing bank named City Bank. During the 80s of the 20th century, UK’s government had published numerous financial deregulation policies which removed a lot of barriers, opened up chances as well as challenges for banks including City Bank. According to Nellis and Lockhart (1995), there were four forces that drove the changes in financial services including technology, profitability, non-bank retailers’ threat and the “impact of the single European market”.
Moreover, the case mentioned a bureaucratic culture of City Bank which was no longer appropriate at that time.
Under such pressure, the bank had to make some changes including applying computer in banking, introducing new financial products and services, deploying HR strategies, etc. in order to compete and survive.
In our presentation (see appendix ) and this individual report, only the reward-systemrelated problems were analyzed.
Analyzing the problems
As I mentioned above, City Bank was forced to change, and it had to not only adapt to new technologies but also to increase its performance in order to be more profitable. But due to what Nellis and Lockhart (1995) called “the interventionist policies”, which means the whole financial services industry could be controlled by government, that a bureaucratic culture was formed in City Bank. The staff performance was taken for granted, and the rewards were base on your level in the company. Be aware of these
problems,
REWARD MANAGEMENT
THE CASE OF CITY BANK
Human Resource Management
Individual Report
Executive summary
According to the case study of City Bank (Bratton and Gold 2007, p.399), due to the
1986’s financial deregulation in UK, the company was suffered from increased competition and technological changes and thus, had to improve itself to survive. But the plan seemed to have a number of limitations. Therefore, we recommend some extra as well as alternative solution for better sake.
Background
The subject of the case is the UK’s medium-sized clearing bank named City Bank. During the 80s of the 20th century, UK’s government had published numerous financial deregulation policies which removed a lot of barriers, opened up chances as well as challenges for banks including City Bank. According to Nellis and Lockhart (1995), there were four forces that drove the changes in financial services including technology, profitability, non-bank retailers’ threat and the “impact of the single European market”.
Moreover, the case mentioned a bureaucratic culture of City Bank which was no longer appropriate at that time.
Under such pressure, the bank had to make some changes including applying computer in banking, introducing new financial products and services, deploying HR strategies, etc. in order to compete and survive.
In our presentation (see appendix ) and this individual report, only the reward-systemrelated problems were analyzed.
Analyzing the problems
As I mentioned above, City Bank was forced to change, and it had to not only adapt to new technologies but also to increase its performance in order to be more profitable. But due to what Nellis and Lockhart (1995) called “the interventionist policies”, which means the whole financial services industry could be controlled by government, that a bureaucratic culture was formed in City Bank. The staff performance was taken for granted, and the rewards were base on your level in the company. Be aware of these
problems,
References: Bratton, J. and Gold, J. (2007) Human resource management: Theory and practice. 4th ed. Gomez-Mejia, L.R. (1990) Increasing Productivity: Performance Appraisal and Reward Systems Lawler, E.E. (1990) Strategic pay: Aligning organizational strategies and pay systems. Nellis, J. and Lockhart, T. (1995) The impact of deregulation on the UK building society branch network in the 1990s