<p>Companies today need to be more focused than ever on having an active Human Resource Management culture. This is not only because of the companies’ concern for their staffs wellbeing, but for the companies’ effectiveness in the long run. The reward systems which many corporations use today, to both keep their employees and attract new ones, is a well researched subject by scholars as well as journalists. Earlier research has suggested that it is important to implement an active Human Resource Strategy. (I.E Ferris,G,R 1999) With this comes the task of involving your employees, making them feel like they get an acceptable reward for their hard work. Some of the main authors which we have used to build the theoretical references for this thesis are I.E Drucker, Maslow, and Abrahamsson etc. The main goal of this thesis is to find out if the Management’s views on reward systems actually correlate with the employees’ views. Earlier research suggests that this is a crucial part of HRM, to know your employees. It doesn’t matter if you have an excellent reward system from the perspective of the management team if it doesn’t impress their employees. We conducted two interviews with people from the decision-making level of two bigger companies, each with a tradition of reward systems, to find out their views on these systems. Then we asked employees in both companies to fill out a questionnaire, which would make it possible for us to find out if the employees agreed with the management’s view on their reward systems. The results of this thesis are that the views of the management team and the employees are not matched, they look very differently upon the reward systems in the two different companies. The higher in the chain of command that the employees were, the more dissatisfied they were with the reward systems. At least in one of the two companies.</p>

Companies today need to be more focused than ever on having an active Human Resource Management culture. This is not only because of the companies’ concern for their staffs wellbeing, but for the companies’ effectiveness in the long run. The reward systems which many corporations use today, to both keep their employees and attract new ones, is a well researched subject by scholars as well as journalists. Earlier research has suggested that it is important to implement an active Human Resource Strategy. (I.E Ferris,G,R 1999) With this comes the task of involving your employees, making them feel like they get an acceptable reward for their hard work. Some of the main authors which we have used to build the theoretical references for this thesis are I.E Drucker, Maslow, and Abrahamsson etc. The main goal of this thesis is to find out if the Management’s views on reward systems actually correlate with the employees’ views. Earlier research suggests that this is a crucial part of HRM, to know your employees. It doesn’t matter if you have an excellent reward system from the perspective of the management team if it doesn’t impress their employees. We conducted two interviews with people from the decision-making level of two bigger companies, each with a tradition of reward systems, to find out their views on these systems. Then we asked employees in both companies to fill out a questionnaire, which would make it possible for us to find out if the employees agreed with the management’s view on their reward systems. The results of this thesis are that the views of the management team and the employees are not matched, they look very differently upon the reward systems in the two different companies. The higher in the chain of command that the employees were, the more dissatisfied they were with the reward systems. At least in one of the two companies.