scholarly journals Milkovich, G.T., and A.K. Wigdor, Pay for Performance : Evaluating Performance Appraisal and Merit Pay

1993 ◽  
Vol 48 (1) ◽  
pp. 190 ◽  
Author(s):  
Roland Thériault
Keyword(s):  
Performance Appraisal ◽  
Pay For Performance ◽  
Merit Pay ◽  
Performance Evaluating

Effects of Performance-Contingent Pay on Employee Attitudes

1988 ◽  
Vol 17 (2) ◽  
pp. 237-250 ◽  
Author(s):  
Brigitte W. Schay
Keyword(s):  
Performance Appraisal ◽  
East Coast ◽  
Comparison Group ◽  
Pay For Performance ◽  
Merit Pay ◽  
White Collar ◽  
Integrated Approach ◽  
Employee Attitudes ◽  
Civil Service Reform ◽  
Civilian Employees

This article compares the effects of two different pay-for-performance systems implemented as a result of the Civil Service Reform Act of 1978. Analyses are based on responses to five annual attitude surveys administered between 1979 and 1984 to civilian employees at four Navy R&D laboratories. Two of the labs, located in California, implemented pay for performance for all their white collar employees under a CSRA demonstration project testing an integrated approach to pay performance appraisal and position classification. The other two labs, located on the East coast, served as a comparison group for the federal-wide merit pay system covering supervisors and managers. Overall results were found to be more positive for the two demonstration labs in California.

Three Federal Demonstration Projects: Using Monetary Performance Awards

1994 ◽  
Vol 23 (1) ◽  
pp. 153-164 ◽  
Author(s):  
Gilbert B. Siegel
Keyword(s):  
Side Effects ◽  
Federal Government ◽  
Air Force ◽  
Technology Use ◽  
Pay For Performance ◽  
Merit Pay ◽  
Evaluation Research ◽  
Blue Collar ◽  
Gain Sharing ◽  
Monetary Rewards

Three federal demonstration projects have been using monetary rewards for performance with mixed results. Two of the projects, Navy and the National Institute of Standards and Technology, use individual merit pay in research and development environments. A third, an Air Force project, involves blue collar employees, and utilizes gain sharing. This article analyzes evaluation research conducted to date. Results show it is difficult to separate pay outcomes from the effects of multiple interventions. However inconclusive, there is evidence that improvements have been produced without many of the side effects which have been described in the literature on pay-for-performance in the federal government.

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