"The Role of Performance-Related Pay in Renegotiating the "Effort Bargain
The Case of the British Public Service
Bibliographic Data
| ID | 3230800 |
|---|---|
| Authors | David Marsden (0000-0001-7747-8377, London School of Economics and Political Science, corresponding author) |
| Year | 2004 |
| Volume | 57 |
| Issue | 3 |
| Pages | 350-370 |
| Publication date | 2004-04-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Industrial and Labor Relations Review (JOURNAL) |
| Journal identifiers | ISSN: 0019-7939 • E-ISSN: 2162-271X |
| Publisher | SAGE Publications Inc (PUBLISHER) |
| DOI | 10.1177/001979390405700302 |
| OpenAlex | W2031812585 |
| ISBN | 9793904057003 |
| Language | EN |
| Citations received | 6 |
| References cited | 25 |
Much of the academic and policy literature on performance-related pay (PRP) focuses on its role as an incentive system. Its role as a means for renegotiating performance norms has been largely neglected. This study examines the introduction of performance-related pay, based mostly on appraisals by line managers, in Britain's public services during the 1990s. Previous research indicates that PRP failed to motivate many of the staff and that its operation was divisive. Nevertheless, other information suggests that productivity rose. This article seeks to resolve the paradox using contract theory to show that performance pay was the instrument of a major renegotiation of performance norms, and that this rather than motivation was the principal dynamic. Goal-setting and appraisal by line managers played a key role in this process
Business · Economic growth · Economics · Incentive · Key (lock) · Line management · Management · Microeconomics · Pay for performance · Performance appraisal · Performance-related pay · Political science · Principal (computer security) · Process (computing) · Productivity · Public economics · Public relations · Public service · Service (business) · Computer Science · Employment and Welfare Studies · Labor Movements and Unions · Marketing · Political and Economic history of UK and US · Public Policy and Administration Research
Generalizing from Laboratory to Field Settings
Pay and organizational effectiveness
Managerial attitudes and performance
Markets and Hierarchies : analysis and antitrust implications
Personnel Economics
Commitment in the Workplace
Linking Competitive Strategies with Human Resource Management Practices
Modes of Theorizing in Strategic Human Resource Management
Commonalities and contradictions in HRM and performance research
Effects of Human Resource Systems on Manufacturing Performance and Turnover.
Managing Customer Services
The Provision of Incentives in Firms
High-Involvement Work Practices, Turnover, and Productivity
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance.
The Nature of the Transnational Firm
Pay Flexibility in the Public Sector
The Nature of the Firm
Paying for Performance
A Return to Contract? Performance Related Pay in a Public Service
| Unique citing works | 5 |
|---|---|
| Citations per year | 0,33 |
| Citation span | 2008 - 2024 (17) |
| Citation velocity | recent |
| Highly cited | No |