Author:
Lowery Christopher M.,Petty M. M.,Thompson James W.
Abstract
This paper describes a performance-based pay program implemented in a large public utility. Mixed results were obtained concerning the impact of the plan upon job satisfaction, satisfaction with pay, individual performance, and organizational and departmental level performance. A relationship between job level and employee perceptions of the program was found.
Subject
Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management,Public Administration
Cited by
6 articles.
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