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Reward_Management_at_SCCJ_KS
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EVALUATION, RECOMMENDATIONS, AND IMPLEMENTATIONOF
REWARD MANAGEMENT AT SAUDI CEMENT COMPANY, DAMMAM, KSA
1 Introduction
Increased level of competition within the country as well as from outside the country has
posed new challenges to companies in any country. Situation becomes more critical due to
unpredictable and unimaginable factors such as spread of COVID-19 throughout the globe
during 2020 and 2021 that affected every aspect of life including businesses. COVID-19
created great challenge to the companies to retain the existing manpower or in attracting
competent and trained manpower. Saudi Cement Company was no exception and faced
number of challenges in keeping the workforce in place and motivated. The situation was
more complex due to great extent of dependance of SCC on expatriate manpower, critically
needed to operate the most modern plant and machinery. Changed business environment
needed review of the reward management system of SCC.
1.1 Total reward
Total reward encompasses recognition, work life balance, leaning and development, and
benefits (Wamweru and Makokha, 2018). The total reward is defined as “everything an
employee gets from the employer that is found as rewarding” (Wamweru and Makokha,
2018). According to Armstrong and Brown (2001), total reward is the sum of financial
rewards and non-financial rewards (Figure1).
Insert Figure 1 (Appendix 1)
1.2 Total reward system
Armstrong and Brown (2001) suggest a framework of total reward that consists of four
elements:
Work environment
Compensation
Benefits
Learning and development
Various aspects of each element is shown in Figure 2.
1
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