Under certain conditions, output related performance measurement and pay-for-performance produce negative outcomes. We argue that in public service, these negative effects are stronger than in the private sector. We combine Behavioural Economics and Management Control Theory to determine under which conditions this is the case. We suggest as alternatives to the dominant output related pay-for-performance systems selection and socialization, exploratory use of output performance measures, and awards.

Organizational Control Systems and Pay-for-Performance in the Public Service / Frey, Bruno; Homberg, Fabian; Osterloh, Margit. - In: ORGANIZATION STUDIES. - ISSN 0170-8406. - 34:7(2013), pp. 949-972. [10.1177/0170840613483655]

Organizational Control Systems and Pay-for-Performance in the Public Service

Homberg Fabian;
2013

Abstract

Under certain conditions, output related performance measurement and pay-for-performance produce negative outcomes. We argue that in public service, these negative effects are stronger than in the private sector. We combine Behavioural Economics and Management Control Theory to determine under which conditions this is the case. We suggest as alternatives to the dominant output related pay-for-performance systems selection and socialization, exploratory use of output performance measures, and awards.
Organizational Control Systems and Pay-for-Performance in the Public Service / Frey, Bruno; Homberg, Fabian; Osterloh, Margit. - In: ORGANIZATION STUDIES. - ISSN 0170-8406. - 34:7(2013), pp. 949-972. [10.1177/0170840613483655]
File in questo prodotto:
File Dimensione Formato  
Frey Homberg Osterloh 2013.pdf

Open Access

Tipologia: Versione dell'editore
Licenza: Creative commons
Dimensione 450.65 kB
Formato Adobe PDF
450.65 kB Adobe PDF Visualizza/Apri
Pubblicazioni consigliate

Caricamento pubblicazioni consigliate

I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.

Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11385/179554
Citazioni
  • Scopus 118
  • ???jsp.display-item.citation.isi??? 109
social impact