PAY, CONTROL AND COMMITMENT: LINKING APPRAISAL AND REWARD

John Geary

27 citations0/0 files storedHuman Resource Management Journal

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Employee Performance and Management Human Resource and Talent Management Management Theory and Practice

Abstract

John Geary, who is a Research Fellow in the Industrial Relations Research Unit at the University of Warwick, explores the implementation of appraisal‐linked reward systems in three US electronics plants operating in the Irish Republic. He focuses in particular on how the schemes work in practice and how employees respond to them. He argues that there are often a number of tensions within management's strategy and that the degree to which such reward systems are capable of engendering harmonious relations must be open to some scepticism. Furthermore, he questions the extent to which management's payment policy was successful in avoiding the extremes of individualism and collectivism.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 27 citations exist upstream.

References

1980Contested Terrain: The Transformation of the Workplace in the Twentieth Century 1987HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]1990New perspectives on human resource management 1971Management and Unions: The Theory and Reform of Industrial Relations.1982Personnel Policies in Large Nonunion Companies.

Cited by

1998Creating a Performance Culture? Performance‐based Pay in the Australian Public Service 1993What's Wrong With Performance Appraisals? A Critique and A Suggestion 2000Performance-Based Pay in the Australian Public Service 2012Organizational justice and performance: is appraisal fair?1995Quality management and HRM in the service industry: some case study evidence 1998Union Power, Cost of Job Loss, and Workers' Effort 1996Building an Integrated Approach to Performance Management Using Critical Incident Technique 2014Management learning, performance and reward: theory and practice revisited

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.