Professor Stephen J Perkins

Emeritus Professor Stephen J. Perkins, JP DPhil (Oxon) is an expert in corporate governance, with a particular focus on the interplay of organisational strategy and reward.

Professor Stephen Perkins

Tabs panel

Professor Stephen Perkins's portfolio combines activities as a senior practitioner, non-executive director roles and as a research leader. He is a principal investigator for the Chartered Institute of Personnel and Development (CIPD) annual reward survey series. He also served as Dean of the former Guildhall Faculty of Business and Law from 2012-2016, before moving into portfolio mode. At an earlier career stage, he was an executive in the international energy sector and a consultant to a range of blue-chip companies.

Teaching these days tends to focus on guest lectures in the United Kingdom and overseas, as well as on supporting student research supervision. As a result, over the past decade, the focus has been on research methods for business and management teaching. In particular, introducing students to the philosophical issues they need to grasp and reflect on when making - and preparing to defend - their methodological choices.

A recent successful completion achieved by one of Professor Perkins's doctoral students was an empirical investigation into claims of linking business strategy and employee reward management. His own continuing research to inform dissemination through various media, including lecturing and student supervision, is exploring:

  • issues surrounding the interplay of corporate governance regulatory developments and executive remuneration
  • surfacing issues around building the capabilities of line managers to handle effective performance management and the consequential actions to recognise what their staff members achieve, mindful of the indeterminacy of the employment relationship.

Conference keynotes

  • British Psychological Association - London - 'Is there a 'psychological solution' to managing employee reward?' The talk was intended to get behind the variety of disciplinary approaches to this complex and controversial area of management. It generated a healthy discussion among those present, building a sense that successfully approaching the choices mindful of consequences mediated by diverse contexts, demands cross-disciplinary thinking and action. In turn, this requires balancing competing political considerations within and across managerial and social science to avoid paradigm wars inhibiting creativity.
  • Sixth Annual Conference on Corporate Social Responsibility, Sustainability, Ethics and Corporate Governance - Abu Dhabi, UAE - 'Comply or explain: a sociological perspective'. This international gathering provides a special environment in which scholars congregate to share ideas and evidence from their research to advance this important field. Prof. Perkins's contribution, to help set the theoretical scene for two days of debate, is to unpack a quarter-century of corporate governance regulation with a particular focus on executive incentive and reward. He invites participants to reflect on ways in which forms of institutional power have been brought to bear to shape the agenda and likely outcomes of regulation. Not always in ways commanding assent among a wider stakeholding community.


From over 100 publications overall, the list since 2016 includes:

  • Jones, S. and Perkins S. J. (4th edition, 2020) Reward Management: Alternatives, Consequences and Contexts. London: Kogan Page.
  • Perkins, S. J. (2019, editor) The Routledge Companion to Reward Management. London: Routledge.
  • Shortland, S. and Perkins, S. J. (2019) ‘Great expectations? Female expatriates’ perceptions of organisational performance and development reviews in supporting access to international assignments’, Career Development International, Vol. 24 Issue: 2, pp.110-126,
  • Perkins, S. J. and Marriott, L. (2018) CIPD Annual Reward Survey Report: Focus on Benefits. London: Chartered Institute of Personnel and Development.
  • Perkins, S. J. (2018) ‘Processing developments in employee performance and reward’, Journal of Organizational Effectiveness: People and Performance, Vol. 5, no. 3, pp. 289-300. DOI 10.1108/JOEPP-07-2018-0049.
  • Perkins, S. J. (2018) ‘Managing pay in the public services’, in A. Farazmand (ed.) Global Encyclopedia of Public Administration, Public Policy, and Governance, Switzerland: Springer International.
  • Arnold, A., Fulmer, I.S., Sender, A., Allen, D.G., Staffelbach, B., and Perkins, S.J. (2018) International Study on Compensation and Pay Transparency Practices. University of Lucerne, Switzerland: CEHRM.
  • Perkins, S. J. (2017) ‘The social construction of executive remuneration in the UK: Elite Competition around Codification and Legitimation’, Journal of Organizational Effectiveness: People and Performance, Vol. 4 no. 1. pp. 76 – 88. DOI (10.1108/JOEPP-01-2017-0001).
  • Antoni, C. H., Baeten, X., Perkins, S. J., Shaw, J. D. and Vartiainen, M. (2017) ‘Reward management: linking employee motivation and organizational performance’ (editors’ introduction to special issue), Journal of Personnel Psychology, Vol. 17 no. 2.
  • Bailey, M., Marriott, E., and Perkins, S. J. CIPD Annual Reward Survey Report: Focus on Organisational Justice and Performance. London: Chartered Institute of Personnel and Development.
  • Shortland, S. and Perkins, S. J. (2016) ‘Long-term assignment reward (dis)satisfaction outcomes: hearing women’s voices’, Journal of Global Mobility, Vol. 4, no. 2, pp. 1-27.

Professor Dr Stephen J. Perkins
Emeritus Professor