Is pay for performance effective?
Article Abstract:
Business organizations have been implementing pay-for-performance plans because there are evidences to show that pay incentives increase employee productivity. These plans, however, might not be advisable in some organizations because of the unique and diverse corporate structures and compensation systems. A survey also indicates that there is no significant relationship between pay for performance and profitability. Furtherstudies, however, are suggested regarding the relationship between pay for performance plans and organizational performance.
Publication Name: Journal of Compensation and Benefits
Subject: Insurance
ISSN: 0893-780X
Year: 1992
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Quality management challenges compensation professionals
Article Abstract:
Total quality management (TQM) has been the compensation executives' primary concern. It has already received serious attention in the US similar to the attention given to it in Japan. An important challenge for the TQM's future in the US is to surmount conventional pay practices that weaken the principles on which the formula for economic success is based. The infusion of TQM concepts with various compensation practices will continually challenge compensation executives.
Publication Name: Journal of Compensation and Benefits
Subject: Insurance
ISSN: 0893-780X
Year: 1993
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Performance-based rewards ... what works and why
Article Abstract:
Business enterprises that employ performance-based pay plans formulated for nonmanagement employees showed enhanced performance as revealed in the Consortium for Alternative Reward Strategy Research study. The new study signifies that a well-executed performance-reward plan can enhance organizational change and produce a positive situation for the employer and employee.
Publication Name: Journal of Compensation and Benefits
Subject: Insurance
ISSN: 0893-780X
Year: 1993
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