A propos des politiques des rétribution et de valorization des resources humaines: quelques indications d'analyse empirique.

The paper focuses its attention on the evolution of compensation systems, that enterprises use to attract, motivate and retain people: this goal is considered fundamental in order to reach success in competition, first of all because people (their competencies and their knowledge) are the strategic resource, that is strategic to take care. Compensation policies used, in the course of time, a lot of initiatives essentially organized around different combinations of the monetary components. The effective efficacy of compensation policies in reaching their aim is, however, discussed and not clearly identified surely, these solutions produce a higher work cost, but they don’t assure a real fidelity function for workers. Moreover, changes in work and in working ways ask for a greater involvement for worker which needs strong supports, beyond money (whose relevance is considered not sufficient). So, initiatives and experiences - succeeding in imaging new systems able to answer to different, varied and complicated needs of persons working in organizations - begin to appear. In some way it might be sufficient to date back to Barnard’s (1938) considerations, to understand that the contributions an organisation asks for and the incentives it offers in exchange constitute a perfect background to set the problem we are analyzing in this paper. This paper wants to add its contribution to this specific field by supplying the main streams which inform the evolution or rewarding policies towards wider logics, both on the theoretical and the corporate experiences aspects by presenting TRS as an innovative tool to decline the objective of people’s engagement. In order to target this goal, the paper is organized into three paragraphs. Total Reward System is presented as a new approach, able to favourite a better and fruitful answer to the complex motivational context that characterizes each worker: we discuss about a definition and propose a general l framework, where Total Reward tools can be positioned. The next paragraph presents a research on the practises of Total Reward: after the exposition of the hypotheses and of the methodology, the most important acquisitions are put in evidence to discuss present trend. Finally, some considerations are proposed in order to the role of HR department, as principal actor in this context.