First published in 1992. This collection is devoted to trying to provide a better understanding of pay for performance. The volume includes an excellent history, a notable long-term success story that is at least partly based on pay for performance, a discussion of the source of some of the misunderstandings, a review of some of the better research on the subject, and some promising research developments.
Table of Contents
Part 1 Historical Context: Pay for Performance From Antiquity to the 1950s, E. Brian Peach and Daniel A. Wren; Hawthorne - An Early OBM Experiment, H. McIlvaine Parsons. Part 2 Experimental Research: The Use of Concurrent Schedules to Evaluate the Effects of Extrinsic Rewards on "Intrinsic Motivation" - a Replication, Kelli j. Skaggs et al; A Comparison of the Effects of a Linear and an Exponential Performance Pay Function on Work Productivity, Shezeen Oah and Alyce M. Dickinson. Part 3 Critical Review: Schedules of Reinforcement - Lessons From the Past and Issues for the Future, Gary P. Latham and Vandra L. Huber. Part 4 An Exemplary Case Description: The Company Built Upon the Golden Rule - Lincoln Electric, Harry C. Handlin.
Thomas C. Mawhinney, Ph.D., is Professor of Organizational Behavior and Human Resources Management at the College of Business Administration, University of Detroit Mercy. He has published reviews, conceptual and empirical research articles in the areas of leadership, work motivation (intrinsic-extrinsic reward issues), behavior analyses in work settings, behavior analyses and theories of decision making, and the role of psychological theories in explanations of individual and group responses to productivity improvement programs (e.g., statistical process control and productivity gainsharing).