Access the full text.
Sign up today, get DeepDyve free for 14 days.
References for this paper are not available at this time. We will be adding them shortly, thank you for your patience.
A relationship between pay increases and performance ratings may reflect differences between individuals, between groups, or both. An empirical study of a firm’s compensation program, demonstrating what proportion of pay raise is attributable to individual performances and to group influences, is presented. The results show how concealed effects of groups pose difficult problems in examining pay‐for‐performance relationships in compensation systems. Policy implications for incentive programs, pay secrecy, differencies in pay for performance within and between work units, substitutability of pay components, and problems in associating individual performance with pay raises are discussed.
American Journal of Business – Emerald Publishing
Published: Jan 1, 1986
Keywords: Merit pay system; Performance ratings; Compensation programme; Pay‐for‐performance
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.