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Keywords: Performance‐related pay
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Journal Articles
Personnel Review (2006) 35 (1): 98–117.
Published: 01 January 2006
...‐specified number of hours by one team member does not influence the attainment of the same goal by other team members. Team performance Team management Performancerelated pay Performance measures Teams and pay‐for‐performance are two – possibly conflicting – phenomena that are increasingly...
Journal Articles
Personnel Review (2002) 31 (2): 128–142.
Published: 01 April 2002
... of firm incentives will be more frequent. © MCB UP Limited 2002 Manual workers Profit sharing Financial incentives Performancerelated pay Spain The first variable we will analyse here is employment security. The effectiveness of group incentives requires that employees...
Journal Articles
Personnel Review (2001) 30 (6): 646–656.
Published: 01 December 2001
...‐related pay Trust USA Trust in organizations (e.g. Butler, 1991; Mayer et al., 1995; Shaw, 1997) and pay‐for‐performance systems (e.g. Lawler, 1971; Schuster and Zingheim, 1992) are attracting increasing attention from practitioners and scholars alike. These two issues are not randomly...
Journal Articles
Personnel Review (2000) 29 (1): 10–32.
Published: 01 February 2000
... manager or – as one branch manager less flatteringly portrayed the job – a “salesman”. With this, the “job for life” had disappeared. Pay Business strategy Rewards Performancerelated pay Values Implementation There are signs that pay is shedding its Cinderella status and making...
Journal Articles
Personnel Review (1999) 28 (5-6): 439–454.
Published: 01 December 1999
...Steve Shelley This paper discusses the use of appraisal and performancerelated pay practices for academic staff in higher education in the UK. This discussion is based on the reports of heads of personnel in universities, with the aim of portraying the pattern of such practices across the sector...
Journal Articles
Personnel Review (1997) 26 (3): 187–200.
Published: 01 June 1997
... for the success of performancerelated pay (PRP) systems arising from the relatively few empirical accounts available. Concludes that there is little concrete evidence that PRP improves the performance of either individuals or organizations. Concedes that where it can be demonstrated that employees are satisfied...
Journal Articles
Personnel Review (1994) 23 (8): 33–48.
Published: 01 December 1994
... a cultural presumption, but this ethos diminished the importance they gave to the appraisal interview. © MCB UP Limited 1994 Appraisal schemes Classification Competences Corporate culture Implementation Management Performance appraisal Performancerelated pay Workforce Much...

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