**5. Conclusion**

Overall, this chapter identities three different beliefs that were found to co-exist within remuneration committees and illustrates how each socially determines different HR practices. Beliefs about competitive pay focused on performance and the alignment of senior staff interests with their organization. Equally, beliefs about managerial power focused on implementing best-practice to prevent the misalignment of senior staff interests with their organization. Both of these beliefs coincided with the mainstream ideology of corporate governance and reinforced rises in senior staff salaries. In contrast to the former two beliefs, sacrificial leadership focused on senior staff ignoring their self-interest and promoting the interests of their organization and other stakeholders. It is suggested in this chapter that adopting this marginalized belief about sacrificial leadership would be more beneficial for all organizations.

Indeed, this chapter recommends the radical proposal to embed altruism and expand the remit of remuneration committees to include developing and training, workforce planning and recruiting and selection. Organizations could thereby have a greater proportion of selfless senior staff members. While this might be difficult within the context of financialization and hyper-individualism, this marginalized belief already exists and there is growing social pressure for organizations to act more socially responsible and ethical [9]. Therefore, this chapter serves to point at how HR practices can be used within remuneration committees to promote equality within this alternative ideology of corporate governance.

*Beyond Human Resources - Research Paths towards a New Understanding of Workforce...*
