Contribution matters, not status

Abstract

Provides a framework for understanding the motivational influences on behaviour and discusses a way forward for reward systems that will encourage behaviour consistent with a quality organization. Explores a shift in thinking away from pay being associated with status towards pay being associated with contribution. Outlines such concepts as merit pay, profit sharing, performance bonus and pay for competence. Suggests that with an understanding of people and work, high levels of effective behaviour can be encouraged by imaginative recognition/pay systems reinforced by the appropriate management style.

Citation

Seddon, J. and Davis, R. (1992), "Contribution matters, not status", Managing Service Quality: An International Journal, Vol. 2 No. 6, pp. 325-327. https://doi.org/10.1108/09604529210029597