What Makes Performance-Related Pay Schemes Work? Finnish Evidence
What Makes Performance-Related Pay Schemes Work? Finnish Evidence
复制标题
是什么让绩效工资计划发挥作用？
DOI：
10.1007/s10997-006-0005-z
复制
发表时间：
2006
影响因子：
2.7
通讯作者：
H. Piekkola
中科院分区：
文献类型：
--
作者：
A. Kauhanen;H. Piekkola
我们分析了如何与绩效相关的薪酬（PRP）计划的功能影响其感知的激励效果使用芬兰的调查，从1999年的白领员工。研究结果表明，成功的PRP计划必须具备以下特征：（1）员工必须感觉到他们能够影响结果;（2）组织层面的绩效评估应该接近员工：个人和团队层面的绩效评估增加了计划被认为具有激励性的概率;（3）员工应该熟悉绩效评估;（4）组织层面的绩效评估应该与员工密切相关。（iv）薪酬水平应足够高，奖赏次数亦应足够频密。低于中位数的水平不会产生正面影响;（v）雇员应参与设计覆检计划。
We analyze how features of performance-related pay (PRP) schemes affect their perceived motivational effects using a Finnish survey for upper white-collar employees from 1999. The results show that the following features are important for a successful PRP scheme: (i) the employees have to feel they are able to affect the outcomes; (ii) the organizational level of the performance measurement should be close to the employee: individual and team level performance measurement increase the probability that the scheme is perceived to be motivating; (iii) employees should be familiar with the performance measures; (iv) the level of payments should be high enough and rewards frequent enough. Levels below the median do not generate positive effects; (v) employees should participate in the design of the PRP scheme.