Managing Fragmented Pay Bargaining: Some UK Evidence

Abstract

Conventional wisdom is that decentralized bargaining, performance pay and individualized remuneration schemes enable managers to utilize human resources more effectively. Examines employers’ recent experiences of such arrangements by drawing on data on company pay policies. Argues that moves to fragment bargaining and individualize reward systems have created new difficulties and problems in the management of pay, and that such initiatives can have costly consequences for employers.

Citation

Walsh, J. (1992), "Managing Fragmented Pay Bargaining: Some UK Evidence", Personnel Review, Vol. 21 No. 7, pp. 3-13. https://doi.org/10.1108/00483489210021026