12 Appraising and rewarding performance

                Alan Cowling

The quest to link rewards to performance has a long history. One of the earliest approaches, payment by results, was examined in Chapter 11. As jobs have come to require greater and greater amounts of discretion by job holders, and as the service sector has grown in significance, traditional forms of work measurement have become less and less relevant, and new approaches have been developed, frequently seeking to improve future performance, rather than simply rewarding what was perceived as good past performance. As a result many appraisal schemes have incorporated elements of ‘management by objectives’, and more recently, attention has been paid to so-called ‘performance management’ ...

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