Asks whether performance‐related pay can be compatible with TQM and examines the opinions of leading “gurus” on the subject. Looks at examples of good practice in performance management in the United Kingdom and at the practical issues involved for an organization using TQM. Indicates how remuneration can be linked to several aspects of performance, both individual and in groups. Contends that if an organization is willing to invest money in a quality programme then it seems sensible to “link pay to the practices and process associated with organizational success”.
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