Finding a cure? Pay in England's National Health Service

Corby, Susan; White, Geoffrey M.; Millward, Louise; Meerabeau, Elizabeth; Druker, Janet

doi:10.1108/01425450310490192

Cited by 4 publications

(2 citation statements)

References 9 publications

(8 reference statements)

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“…In research of Taiwanese highperforming organizations, Huang (2000) concluded that these perform better than low-performing organizations among others because they stress internal equity when designing their compensation systems. Corby and White (2003) discovered, while researching the introduction of performance pay in England's National Health Service, that the new reward system in theory was viewed favorably but that there was a big fear that the system would not be used fairly and equitably and therefore would be ineffective. Underwood (2004) found that good performing international companies used reward systems that value their employees.…”

Section: Results With Respect To Bonuses and Reward Systemsmentioning

confidence: 99%

The bonus as hygiene factor: the role of reward systems in the high performance organization

Waal

Jansen²

2013

Evidence-Based HRM: A Global Forum for Empirical Scholarship

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Purpose -The ongoing debate about the effects of bonuses on managers' performance and the role of reward systems in organizations has still not led to a unanimous conclusion among academics and practitioners. Those in favor of bonuses state that applying bonuses and putting emphasis on monetary rewards increases productivity and organizational performance, while those against bonuses claim that use of bonuses and monetary rewards leads to counterproductive results.A key question often overlooked in the discussion is: How important is handing out bonuses for an organization to become and stay successful for a longer period of time? This paper seeks to address these issues. Design/methodology/approach -This paper describes the results of research into the characteristics of "high performance organizations" (HPOs) and the role of bonuses and reward systems in creating and maintaining HPOs. Findings -The research results show that use of bonuses or implementation of certain types of reward systems have neither a positive nor a negative effect on organizational performance. This may be explained by the fact that reward systems are a hygiene factor for an organization. If an organization does not have an appropriate reward system (whether or not including bonuses), it will run into trouble with its employees and have difficulty improving its performance. If it does -a situation which employees expect and consider to be normal -it can start working on becoming an HPO. Originality/value -The results of this study further the discussion about the role of bonuses.

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Section: Results With Respect To Bonuses and Reward Systemsmentioning

confidence: 99%

The bonus as hygiene factor: the role of reward systems in the high performance organization

Waal

Jansen²

2013

Evidence-Based HRM: A Global Forum for Empirical Scholarship

View full text Add to dashboard Cite

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“…About 60 per cent of Trusts took this opportunity, though most of these maintained a pay structure that closely mirrored the nationally settled terms (Arrowsmith and Sisson, 2002, p. 361). A few did venture to simplify the pay structure, introducing a common pay spine to make it easier to develop new jobs that would cross the occupational boundaries of the national scheme and to introduce some form of performance or competency pay (Corby et al, 2003).…”

Section: Nhs Bargainingmentioning

confidence: 99%

Rediscovering the collective application of the Equal Pay Act

Rowbottom

2007

Equal Opportunities International

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Purpose -The purpose of this article is to examine the proposal adopted by the Equal Opportunities Commission (EOC) that employers undertaking an equal pay review should be permitted a ''protected period'' during which its employees would be prohibited from taking equal pay claims to law. This proposal is considered against recent collective agreements in local government and National Health Service, and where equal pay claims have been made by employees either with the support of the unions that are party to the collective agreement or more critically with external legal support. Design/methodology/approach -Information is drawn from the EOC, from employer and trade union sources, and decisions of the employment tribunals and courts. Findings -The outcome of the unstructured mix of collective bargaining and litigation shows a pattern of delay, uncertainty, added conflict between involved parties and pressure, making resource adjustments that initially were to be avoided.Research limitations/implications -The research has been undertaken as the collective agreements are being implemented. As the initial hearings of claims are not complete and there are opportunities for appeals against initial judgments, the descriptions here are unlikely to provide a settled account. Originality/value -The EOC proposal is given support but shown to need further institutional support. In that regard the opportunity is taken to consider a possible alternative form of adjudication of ''collective'' equal pay issues. It is proposed to facilitate an extended version of a former jurisdiction of the Central Arbitration Committee.

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Adaptation, evolution and survival? The political economy of Whitleyism and public service industrial relations in the U.K. 1917–present

Gill-McLure

2017

Labor History

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The Whitley Reports, 1917, were seen by contemporaries as conservative: they reflected pre-existing voluntaristic approaches to the labour problem rather than a radical departure. Largely neglected by the well-established private sector, for whom they were intended, Whitley Councils were taken up by the newly emerging public service unions. The inter-war years demonstrated Whitleyism’s lack of clout. But, endorsed by governments during and after the Second World War, public sector Whitleyism came to embody the tenets of progressive public administration by providing nationally determined pay, career progression and a public service ethos. These hard-won union gains are under attack from neo-liberal reforms that attempt to model public service labour relations on the private sector. The paper examines the major weaknesses and strengths of the Whitley model for managing public service industrial relations through an analysis of a century of Whitleyism

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Finding a cure? Pay in England's National Health Service

Cited by 4 publications

References 9 publications

The bonus as hygiene factor: the role of reward systems in the high performance organization

The bonus as hygiene factor: the role of reward systems in the high performance organization

Rediscovering the collective application of the Equal Pay Act

Adaptation, evolution and survival? The political economy of Whitleyism and public service industrial relations in the U.K. 1917–present

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