Managerial Compensation Based on Organizational Performance: A Time Series Analysis of the Effects of Merit Pay.

Pearce, Jone L.; Stevenson, William B.; Perry, James L.

doi:10.2307/256200

Cited by 116 publications

(62 citation statements)

References 23 publications

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“…In many cases, however, the underlying foundation of expectancy theory failed to materialize. Some researchers found that respondents perceived little relationship between performance and compensation (Daley, 1987), that few believed higher pay would materialize (Pearce, Stevenson, and Perry, 1985), and that financial incentives were too small to be valued (Heinrich, 2007). Other researchers found that a lack of financial motivation existed in pay-for-performance systems (Dowling and Richardson, 1997) and that distaste existed among employees for the divisive side effects among employees that merit pay could produce (Marsden, 2004).…”

Section: Employee Perceptions On Performance-based Paymentioning

confidence: 99%

Performance-Based Pay as a Motivational Tool for Achieving Organisational Performance: An Exploratory Case Study

Boachie-Mensah¹,

Dogbe²

2011

IJBM

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The issue of employees' performance in furtherance of organisational objectives has occupied management attention for long. Differences in levels of performance have been attributed to differences in skills and abilities on the one hand, and to different theories of money on the other. This study examined the issue of performance-based pay as a motivational tool for achieving organisational performance, using the situation in a manufacturing company in Ghana as a case study. The main objective of the study was to assess the impact of performance-related pay on the motivation of employees and, subsequently, on the achievement of organisational goals. In all, one hundred and fifty respondents took part in the survey. The sample comprised 20 managerial staff and 60 non-managerial staff. The main research instrument was the questionnaire. A two-way ANOVA table was used to test the main hypotheses. The result of the study revealed that the effect of performance-based pay on employee performance is minimal; and the motivational effect of merit pay is often blunted by biased performance appraisal. The main limitation of the study is that it could not cover all manufacturing companies within the target population, due to time and financial constraints. In this respect, the interpretation of the results of the study should not be over-generalised.

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Section: Employee Perceptions On Performance-based Paymentioning

confidence: 99%

Performance-Based Pay as a Motivational Tool for Achieving Organisational Performance: An Exploratory Case Study

Boachie-Mensah¹,

Dogbe²

2011

IJBM

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“…Numerous analyses show that civil servants and public-sector employees are not comfortable with NPHRM (Light 2002;Soni 2004;Farnham 2003). Performance-related pay has also shown its limits in many public (Pearce et al 1985;Marsden and Richardson 1994;Eberts et al 2002) and private (Igalens and Roussel 1999) contexts. The modernization of HRM is increasingly calling into question the traditional fundamental values of public organizationsequality, integrity, continuity, caution and neutrality -and proposing new values, such as efficiency, flexibility, innovation, risk and change, which are often contrary to those traditional values.…”

Section: The New Public Hrmmentioning

confidence: 99%

The french research community's perspectives on new public human resource management

Desmarais¹

2008

Public Management Review

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OECD analyses show that France has been slow in introducing the new Human Resource Management (HRM) model; however, the few changes that have been made have still aroused controversy. There is a substantial body of empirical research showing that the newly introduced tools and initiatives have often had little effect on HRM practices, and external analyses show that progress in public-sector HRM reform in France has been imperceptible compared with the situation in many other countries. At the same time, the managerial philosophy on which some new HRM processes are based is increasingly being challenged. This paper summarizes current views on HRM reform in France and presents the results of a survey of public-sector management researchers that highlights the two main French perspectives on HRM reform.

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“…As such, the lessons learned from applying BPR methodologies, tools, and techniques in the private sector may not be transferable without adaptation to the public sector. At the very least, these differences should require modification of many managerial prescriptions, typically based on results from the private sector [9,60]. Hence, research is needed to determine whether public organizations face similar or unique issues in successful BPR implementation.…”

Section: Please Scroll Down For Articlementioning

confidence: 99%

Business Process Reengineering in the Public Sector: The Case of the Housing Development Board in Singapore

Thong¹,

Yap²,

Seah³

2000

Journal of Management Information Systems

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Managerial Compensation Based on Organizational Performance: A Time Series Analysis of the Effects of Merit Pay.

Cited by 116 publications

References 23 publications

Performance-Based Pay as a Motivational Tool for Achieving Organisational Performance: An Exploratory Case Study

Performance-Based Pay as a Motivational Tool for Achieving Organisational Performance: An Exploratory Case Study

The french research community's perspectives on new public human resource management

Business Process Reengineering in the Public Sector: The Case of the Housing Development Board in Singapore

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