TY  - JOUR
AB  - Performance‐related pay (PRP) has grown in
importance in the 1980s and is likely to continue
growing. The reasons for this growth are
examined: labour market factors, changes in
organisational objectives, fairness in payment
initiatives, weakening of collectivisation, and
“fashion”. Problems associated with PRP are also
explored. It is argued that PRP has a capacity to
subvert the purposes for which it is intended by
distorting pay structures, creating unfairness in
reward systems and harming team spirit. PRP also
detracts from the value of other performance
appraisal objectives. Some of the problems
inherent in measuring individual job performance
are also considered.
VL  - 13
IS  - 1
SN  - 0142-5455
DO  - 10.1108/EUM0000000001027
UR  - https://doi.org/10.1108/EUM0000000001027
AU  - Lewis Philip
PY  - 1991
Y1  - 1991/01/01
TI  - Performance‐related Pay: Pretexts and Pitfalls
T2  - Employee Relations
PB  - MCB UP Ltd
SP  - 12
EP  - 16
Y2  - 2024/05/07
ER  -