Corpus ID: 16655933

The paradox of performance related pay systems: ‘why do we keep adopting them in the face of evidence that they fail to motivate?’

@article{Marsden2009ThePO,
  title={The paradox of performance related pay systems: ‘why do we keep adopting them in the face of evidence that they fail to motivate?’},
  author={D. Marsden},
  journal={LSE Research Online Documents on Economics},
  year={2009}
}
  • D. Marsden
  • Published 2009
  • Economics
  • LSE Research Online Documents on Economics
  • This paper considers one of the paradoxes of incentive pay used in Britain’s public services, namely that despite much evidence that it does not motivate employees, it continues to be widely used. It is argued that behind this evidence, there are significant examples in which its use has been associated with improved performance. A good part of this is to be explained by the way performance pay links pay and appraisal, and the pressure this puts on line managers to set clearer goals for their… CONTINUE READING
    Performance-Related Pay in the Public Sector: A Review of Theory and Evidence
    • 38
    • Highly Influenced
    • Open Access
    Insiders’ accounts of promises and problems

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