Gerhart Compensation 14e Chap009 MHE Accessible
Gerhart Compensation 14e Chap009 MHE Accessible
Gerhart Compensation 14e Chap009 MHE Accessible
Chapter 9
Pay-for-Performance:
Theory and Evidence
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EXHIBIT 9.1 The Cascading Link Between Organization
Strategy and Employee Behavior
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EXHIBIT 9.2 The Big Picture, or Compensation Can’t Do It
Alone!
One way of
looking at this
process says
that behavior is
a function of
the ability,
motivation, and
opportunity to
perform.
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EXHIBIT 9.3 Performance Measurement Relationship to
Compensation Strategy
The cells help explain why incentives work in some situations and not in
others.
The rows note that individual employee performance also varies.
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What Behaviors Do Employers Care About? Linking Organization
Strategy to Compensation and Performance Management
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What Does It Take to Get These Behaviors? What Theory
Says
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Motivation Theories
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What Does It Take to Get These Behaviors? What
Practitioners Say
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Do People Join a Firm Because of Pay?
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Do People Stay in a Firm (or Leave) Because of Pay?
Much of the equity theory research documented that workers who feel
unfairly treated in pay react by leaving the firm.
• Pay for individual performance leads to poor performers leaving.
• Group incentive plans may lead to more turnover of better performers.
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Do Employees Perform Better on Their Jobs Because of Pay
for Performance?
One study looking at merit pay shows performance increases when pay
is tied to performance.
• Strong evidence suggests that linking pay to performance does
increase motivation of workers and lead to improved performance.
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Pay for Performance: Harmful Effects on Intrinsic Motivation
(Claims and Evidence)
Critics argue that incentives are both morally and practically wrong.
• The counterargument is that employment is a reciprocal arrangement.
Kohn suggests that incentive systems can actually harm productivity.
• Rewarding a person for performing a task reduces interest in that task.
• Extrinsic rewards (money) reduce intrinsic rewards (enjoyment of the
task for its own sake).
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Sorting and Incentive Effects
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Risk (Unintended Consequences)
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Designing a Pay-for-Performance Plan Efficiency
Strategy.
• A pay-for-performance plan must support corporate objectives.
• The plan should address the most difficult question of all—how much
of an increase makes a difference?
Structure.
• Is the organizational structure decentralized to allow operating units to
create flexible variations on a general pay-for-performance plan?
Standards.
• Employers must be concerned with: objectives, measures, eligibility,
and funding – and remember standards are not static.
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Designing a Pay-for-Performance Plan Equity/Fairness
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