Performance Measurement and Incentive Intensity

Abstract

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit organization supported by Deutsche Post Foundation. The center is associated with the University of Bonn and offers a stimulating research environment through its international network, workshops and conferences, data service, project support, research visits and doctoral program. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. Terms of use: Documents in D I S C U S S I O N P A P E R S E R I E S Performance Measurement and Incentive IntensityIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author.IZA Discussion Paper No. 9243 July 2015 ABSTRACT Performance Measurement and Incentive Intensity 1This study addresses the factors that determine the intensity of pay for performance schemes. The results indicate that the use of individual and group incentives boost intensity, whereas plant or firm pay for performance do not seem to affect the variable of interest. In addition, the adoption of measures of results, such as productivity or quality, has a significant positive effect on intensity. On the contrary, measures of human resource management outcomes, subjective measures and financial measures are not significant or have a negative effect on the intensity of pay for performance.JEL Classification: J30, M52, M12

Doing it for themselves? Performance appraisal in project‐based organisations, the role of employees, and challenges to theory

“…Furthermore, project workers are highly autonomous in how they work. Bayo‐Moriones, Galdon‐Sanchez, and Martinez‐de‐Morentin (: 507) hold that “[w] hen workers have the best information about the tasks they perform, the employer can benefit from giving them autonomy.” This aligns with research by Brown and Heywood (: 661) that indicates that “performance appraisals are more likely in those circumstances … that allow greater discretion by workers.” In project‐based organising, workers are autonomous because they are often located off‐site, not co‐located with their line managers, and doing expert work with clients and project teams comprised members from other organisations. Under these circumstances, performance appraisal would appear valuable from an organisational perspective.…”

“…Under these circumstances, performance appraisal would appear valuable from an organisational perspective. Existing research such as the research by Bayo‐Moriones et al () suggests that it also becomes more reliant on input from workers themselves. This commends research that examines how this can be managed in practice and the strengths and limitations of different ways of accessing worker input in the appraisal process.…”

Fuzzy Driven Decision Support System for Enhanced Employee Performance Appraisal

“…Instandardorganizations,performanceasitrelatestoemployeeisbasicallyperceivedastheextent to which the member of staff contributes towards achieving organizational goals and objectives. Performanceappraisal(PA)involvesidentifyingandevaluatingtheperformanceofemployeeswith theaimofeffectivelyrewardingtheireffortsinordertomotivatethemtowardsincessantpursuit of organizational objectives (Samuel et al, 2014 andBayo-Moriones et al, 2017). Aside from compensation,PAhasotherimportantfunctionssuchascareerplanning,servicequalityassurance, employeemotivation,andhelpingemployeestopositionorrepositionthemselvesintheirorganization.…”