Rewarding employee performance: line managers' values, beliefs and perspectives

被引：48

作者：

Harris, L ^{[1
]}

机构：

[1] Nottingham Trent Univ, Nottingham Business Sch, Nottingham NG1 4BU, England

来源：

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT | 2001年 / 12卷 / 07期

关键词：

performance pay; fairness; managerial beliefs and values;

D O I：

10.1080/09585190110068386

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

This article explores managerial perceptions of the effectiveness and fairness of individual performance-related pay schemes. It draws upon findings from a two-part study of middle managers' interpretation and application of performance-related pay processes in a variety of organizational contexts. The analysis reveals that middle managers all too often do not share the principles or the stated objectives of the schemes they are required to operationalize. It concludes that the importance of managerial values and beliefs about rewarding individual contribution has been an overlooked and underestimated dimension in the design and application of individual performance-related pay schemes (IPRP) despite the significance of the manager's role in their organizational effectiveness.

引用

页码：1182 / 1192

页数：11

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