Abstract

In this chapter, we propose a conceptual integration of perceived organizational support and effort–reward imbalance within organizational reward management. In order to deepen our understanding of the dynamic interplay between the psychological factors underlying the effectiveness of implemented reward strategies, we suggest perceived organizational support and effort–reward imbalance as two key dimensions to be considered when approaching reward policy design. We highlight the need to consider the interplay between individual perceptions of reward and efforts to account for their dynamic influence on perceived organizational support. In turn, we argue that the latter is likely to be linked to the effectiveness of reward policies. We also explore how individual and organizational factors may represent antecedents and function as mediators in reward management implementations.