Performance related pay: contrasting approaches

Ian Kessler

46 citations0/0 files storedIndustrial Relations Journal

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

Abstract

In this article the author assesses the variations in the way in which organisations design, implement and operate individual performance related pay systems. Drawing upon the findings from two case studies, he highlights the importance of historical and other contextual factors in explaining these variations.

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1990New perspectives on human resource management 2008Strategic Human Resource Management 2007Industrial Relations in the New Europe 1992PERFORMANCE RELATED PAY: OBJECTIVES AND APPLICATION 1993PAY DETERMINATION IN THE BRITISH CIVIL SERVICE SINCE 1979 1989Performance‐related Pay: A Case Study

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1996Promises vs performance: pay devolution to Next Steps executive agencies in the British civil service 2016The effect of the Performance Related Pay system on the performance of the employees in Saudi national firms : three case studies 2015Managing for engagement

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