What is it about?

We show that both national culture and institutions influence the adoption of pay for performance practices, but that they do not entirely constrain firms and that managers may have greater discretion than they habitually assume

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Why is it important?

By modelling both country level and firm level effects we overcome the problems of many prior studies.

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This page is a summary of: A Multilevel Analysis of the Use of Individual Pay-for-Performance Systems, Journal of Management, October 2015, SAGE Publications,
DOI: 10.1177/0149206315610634.
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