TY  - JOUR
AB  - This study uses cross‐section and panel data from the 1998 Workplace Employee Relations Survey to explore contextual influences on the relationship between performance‐related pay (PRP) and organizational performance. While it finds strong evidence that the use of PRP can enhance performance outcomes, it also determines that this relationship is qualified by the structure of workplace monitoring environments. In addition, it presents evidence that managers learn about optimum combinations of pay system and monitoring environment through a process of experimentation. Finally, although there exists a robust positive association in these data between use of PRP and pay inequality, it appears that these higher levels of inequality carry no performance penalty.
VL  - 24
IS  - 4
SN  - 0143-7720
DO  - 10.1108/01437720310485933
UR  - https://doi.org/10.1108/01437720310485933
AU  - Belfield Richard
AU  - Marsden David
PY  - 2003
Y1  - 2003/01/01
TI  - Performance pay, monitoring environments, and establishment performance
T2  - International Journal of Manpower
PB  - MCB UP Ltd
SP  - 452
EP  - 471
Y2  - 2024/04/20
ER  -