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Executive pay and performance measurement practices in the UK

Monica Franco‐Santos (Research Officer in the Centre for Business Performance at Cranfield School of Management in the UK. Prior to joining the Centre, Monica worked as a consultant in the rewards and remuneration field for Watson Wyatt in Spain.)
Mike Bourne (Mike Bourne is the Director of the Centre for Business Performance at Cranfield School of Management.)
Russell Huntington (Partner in Watson Wyatt’s London office where he leads the Strategic Rewards Team. Before moving to London in March 2003 Russell was in Watson Wyatt’s Zurich office for two years and before that he led the Human Capital Group in their Singapore office. Russell joined Watson Wyatt in Melbourne as Principal Consultant.)

Measuring Business Excellence

ISSN: 1368-3047

Article publication date: 1 September 2004



The use of performance measurement systems and the balanced scorecard has been on the increase, and there is now a trend amongst practitioners and academics to prescribe that rewards should be linked to the measurement system. However, little research has been done in this area. This paper reports the results of a recent survey of executive reward practices in large companies based in the UK. Senior HR professionals and reward specialists were approached to provide details of performance measurement and reward practices in their own organizations, and to give their opinions on the benefits of such an approach.



Franco‐Santos, M., Bourne, M. and Huntington, R. (2004), "Executive pay and performance measurement practices in the UK", Measuring Business Excellence, Vol. 8 No. 3, pp. 5-11.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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