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许多学者/作家为奖励管理策略的研究做出了贡献，提供了丰富的信息以增加知识。这一部分包含了他们对主题奖励管理策略和采用的各种方法的看法。这些作者的观点将与当前的研究有关。
这篇文献综述将分为五个主要部分：
奖励管理

绩效管理

动机

员工保留

劳动力流动

所分析的领域将有助于了解组织是否奖励管理战略是有效的，这反映在劳动力周转和该组织保留和激励该组织工作人员的能力上。因此，该文献试图“批判性地分析研究标题的主要领域的其他观点，比较和对比并使用其他认可的作者发表的作品的观点来指导和告知本研究。

Various scholars/writers contributed to the study of reward management strategy, by providing a wealth of information to increase the body of knowledge. This section therefore contains the views of them on the subject reward management strategy and the various method adopted. The views of these authors will be related to this current study.

This literature review will be divided into the five main parts of the study:

Reward Management
Performance Management
Motivation
Staff Retention
Labour Turnover
The areas being analysed will aid in understanding whether the organisations reward management strategy is effective, which is reflected in labour turnover and the ability of the organisation to retain and motivate staff of the organisation. This literature therefore sought to ` critically analyze other views on the main areas of the research title, compare and contrast them and use the views/perspectives of the published work by other accredited authors to guide and inform this present study.

2.2 Reward Management
What is Reward?
Bratton and Gold (1999, p. 238) defined reward in the following terms, 'Reward refers to all forms financial returns and tangible services and benefits employees receive as part of an employment relationship.'

According to Thompson and Martin (2005, p. 229) 'reward are an important motivator, but it is important to appreciate that an individual may feel rewarded by things other than money or promotion'. The demands and responsibility of a job, and the freedom that people are given to decide how to do things, can be rewarding.

Berry, J. (2000, p. 45-46) as cited in Henley Management College (2000, p. 23) advocates that reward 'may very well be more than just pay and benefits, but will increasingly be base on skills and knowledge and will be innovative'. In the context of the studies Philbean and Corbridge (2002, p. 204) argues that reward 'encompasses pay, remuneration and compensation. It represents a portfolio of managerial practices where financial and non financial elements are flexibly directed at enabling and rewarding employees who add value in the interests of competitive advantage', he went further to say that reward is total remuneration concept of pay and benefit together with non- financial recognition and motivation applied in a contemporary context.

What is Reward Management?

'Reward Management is about how people are rewarded in accordance with their value to an organisation. It is concerned with both financial and non-financial rewards and embraces the philosophies, strategies, policies, plans and procedures used by organisations to develop and maintain reward systems.' Armstrong (2001, p. 126)

This statement underlines the importance of reward management to an organisation success. According to Beardwell and Holden (2004, p. 501) 'reward management has often been viewed as the 'poor relation' of human resources management concerned with 'systems, figures and procedures.' Another definition states 'Rewa