Frey, B.S., Homberg, F. and Osterloh, M, 2013. Organizational Control Systems and Pay-for-Performance in the Public Service. Organization Studies, 34 (7), pp. 949-972.
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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.
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|Uncontrolled Keywords:||organization control; organizational forms; public administration and organizations; public service motivation|
|Group:||Faculty of Management|
|Deposited By:||Unnamed user with email symplectic@symplectic|
|Deposited On:||17 Jun 2013 15:33|
|Last Modified:||21 Apr 2015 10:57|
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