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Sending out the right signals

Sending out the right signals Analyses the use of compensation systems and the signals that they give out to employees. Suggests that they may often get mixed messages about the systems intentions and objectives. Examines the case of performancerelated pay, which a recent survey found did not help create sustained high performance, but in fact could in some cases be demotivating. Provides another example of mixed messages the high pay awards often received by top management, especially when their employees receive none, or are even made unemployed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The TQM Magazine Emerald Publishing

Sending out the right signals

The TQM Magazine , Volume 4 (5) – May 1, 1992

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0954-478X
DOI
10.1108/09544789210034536
Publisher site
See Article on Publisher Site

Abstract

Analyses the use of compensation systems and the signals that they give out to employees. Suggests that they may often get mixed messages about the systems intentions and objectives. Examines the case of performancerelated pay, which a recent survey found did not help create sustained high performance, but in fact could in some cases be demotivating. Provides another example of mixed messages the high pay awards often received by top management, especially when their employees receive none, or are even made unemployed.

Journal

The TQM MagazineEmerald Publishing

Published: May 1, 1992

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