{"title":"Incentive Instruments and the Weighting of Performance Measures","authors":"Dipankar Ghosh, A. Wu, Ling-Chu Lee","doi":"10.2139/ssrn.2130247","DOIUrl":"https://doi.org/10.2139/ssrn.2130247","url":null,"abstract":"Research on weighting of measures often examines only one incentive at a time (usually bonus) and provide mixed findings regarding the relevance of non-financial performance (NFM) measures to evaluate and reward long-term time horizon employees. Using proprietary data from an auto dealership organization, we show that financial measures (FM) are weighted more for bonus than they are weighted for merit raise and promotion but NFM are weighted more than FM for merit raise and promotion. Thus, the temporal orientations of the measures and incentives seem to be aligned: the short-term (long-term) nature of FM (NFM) parallel’s the time horizon of the incentives. Next, our exploratory research questions find that for bonuses, both FM and NFM exert similar levels of significant and positive influence on junior and senior managers. But for promotions, the influence of FM is insignificant for both groups. In contrast, the influence of NFM on promotions is not only significant for both groups but is significantly greater for junior managers than it is for senior managers. That is, the evaluations of NFM for senior managers are less influential on their promotion than they are for junior managers suggesting that promotions for senior managers are often based on factors other than their formal performances.","PeriodicalId":155423,"journal":{"name":"ORG: Employee Performance Appraisal Systems (Topic)","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128740509","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Total Rewards & Pay-for-Performance","authors":"Shahina Javad Sumod","doi":"10.2139/ssrn.2004533","DOIUrl":"https://doi.org/10.2139/ssrn.2004533","url":null,"abstract":"Compensation is an integral and decisive factor in employment relationship and hence an imperative part of the strategic thrust of human resource management. Pay-for-performance, total rewards etc are the latest buzzwords in the compensation world. Hypothetically, performance linked pay should improve organization performance and individual income. Yet, the compensation literature does not offer conclusive evidence for pay-performance sensitivity. This paper reviews various theoretical and empirical studies on pay for performance with an objective to find reasons for the missing link, if any. Major conclusions from the review include: 1) empirical findings support the incentive effects of pay; 2) criticisms against effectiveness of variable pay is majorly grounded in performance measurement issues; 3) in most instances, implementation or design issues caused failure of variable plans; and 4) success of pay-for-performance is contingent upon various individual, organizational and situational factors.","PeriodicalId":155423,"journal":{"name":"ORG: Employee Performance Appraisal Systems (Topic)","volume":"305 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115057946","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Unionization and Deprofessionalization: Which Comes First?","authors":"J. Raelin","doi":"10.2139/ssrn.3004038","DOIUrl":"https://doi.org/10.2139/ssrn.3004038","url":null,"abstract":"This paper constitutes a review of the question whether unionization leads to deprofessionalization or whether deprofessionalization occurs first to be followed by union efforts to restore professional status to a profession under attack from social, political, and economic forces, including the bureaucracy. The evidence mustered from the historical literature appears to support the latter hypothesis, although it is questionable whether a union by itself can return an established profession to its original status prior to deprofessionalization.","PeriodicalId":155423,"journal":{"name":"ORG: Employee Performance Appraisal Systems (Topic)","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1989-01-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132287597","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}