PAY, CONTROL AND COMMITMENT: LINKING APPRAISAL AND REWARD

PAY, CONTROL AND COMMITMENT: LINKING APPRAISAL AND REWARD John Geary, who is a Research Fellow in the Industrial Relations Research Unit at the University of Warwick, explores the implementation of appraisal‐linked reward systems in three US electronics plants operating in the Irish Republic. He focuses in particular on how the schemes work in practice and how employees respond to them. He argues that there are often a number of tensions within management's strategy and that the degree to which such reward systems are capable of engendering harmonious relations must be open to some scepticism. Furthermore, he questions the extent to which management's payment policy was successful in avoiding the extremes of individualism and collectivism. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management Journal Wiley

PAY, CONTROL AND COMMITMENT: LINKING APPRAISAL AND REWARD

Human Resource Management Journal, Volume 2 (4) – Jun 1, 1992

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Publisher
Wiley
Copyright
Copyright © 1992 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0954-5395
eISSN
1748-8583
DOI
10.1111/j.1748-8583.1992.tb00265.x
Publisher site
See Article on Publisher Site

Abstract

John Geary, who is a Research Fellow in the Industrial Relations Research Unit at the University of Warwick, explores the implementation of appraisal‐linked reward systems in three US electronics plants operating in the Irish Republic. He focuses in particular on how the schemes work in practice and how employees respond to them. He argues that there are often a number of tensions within management's strategy and that the degree to which such reward systems are capable of engendering harmonious relations must be open to some scepticism. Furthermore, he questions the extent to which management's payment policy was successful in avoiding the extremes of individualism and collectivism.

Journal

Human Resource Management JournalWiley

Published: Jun 1, 1992

References

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