Rewarding employee performance: line managers' values, beliefs and perspectives

Harris, L, 2001. Rewarding employee performance: line managers' values, beliefs and perspectives. International Journal of Human Resource Management, 12 (7), pp. 1182-1192. ISSN 0958-5192

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Abstract

This article explores managerial perceptions of the effectiveness and fairness of individual performance related pay schemes. It draws upon findings from a two part study of middle managers' interpretation and application of performance related pay processes in a variety of organisational contexts. The analysis reveals that middle managers all too often do not share the principles or the stated objectives of the schemes they are required to operationalise. It concludes that the importance of managerial values and beliefs about rewarding individual contribution has been an overlooked and underestimated dimension in the design and application of individual performance related pay schemes (IPRP) despite the significance of the manager 's role in their organisational effectiveness.

Item Type:	Journal article
Publication Title:	International Journal of Human Resource Management
Creators:	Harris, L.
Publisher:	Taylor & Francis (Routledge)
Place of Publication:	Basingstoke
Date:	2001
Volume:	12
Number:	7
ISSN:	0958-5192
Identifiers:	Number Type 10.1080/09585190110068386 DOI 516358 Other
Divisions:	Schools > Nottingham Business School
Record created by:	EPrints Services
Date Added:	09 Oct 2015 10:43
Last Modified:	01 May 2024 09:04
URI:	https://irep.ntu.ac.uk/id/eprint/17260

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