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Peter Elford gives a negative view of the pay and reward structure at the University of Nottingham (Letters, THES , December 12).

The university is implementing a reward strategy, that, in line with the National Framework Agreement, recognises the individual's contribution to institutional performance. Each job in the relevant staff groups has been matched to a level using an approach underpinned by the well-established Hay methodology.

The university has not adopted this strategy to suppress salary costs or to reduce the number of posts. Indeed, there is a general uplift in the salary bill, reflecting the university's wish to direct the benefits of the new structures to its staff.

There will continue to be a clear opportunity for salary progression and individuals can expect to be recognised and rewarded for their contribution to the university.

We do not accept the charge that staff have been put under "great pressure" to sign up to the new arrangements, nor do we accept that morale has declined overall as a result. Ninety-six per cent of staff have signed to date, and only a small number have appealed.

Keith Jones
Registrar
University of Nottingham