Authors: Mary Jo Ducharme, Mark Podolsky
Addresses: Human Resources Management, School of Administrative Studies, York University, Toronto, Ontario, Canada. ' DeGroote School of Business, McMaster University, Hamilton, Ontario, Canada
Abstract: Variable pay is commonly associated with many positive individual and organisation level outcomes, and yet the literature suggests that variable pay plans in general are failing to provide individual performance results. Improved organisation level measures may be more attributable to the inherent financial changes that accompany variable pay plans than to human resources principles. It is suggested that the true strategic advantage that can be derived from motivating employees through variable pay has yet to be fully realised or measured. Implications for theoretical and empirical study are discussed.
Keywords: variable pay; performance; organisation performance; motivation; reinforcement theory; pay-for-performance; incentive compensation; firm performance; strategic compensation.
International Journal of Human Resources Development and Management, 2006 Vol.6 No.1, pp.68 - 76
Available online: 09 May 2006 *Full-text access for editors Access for subscribers Purchase this article Comment on this article