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

Frey, B.S., Homberg, F. and Osterloh, M, 2013. Organizational Control Systems and Pay-for-Performance in the Public Service. Organization Studies, 34 (7), 949-972.

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Organization_Studies-2013-Frey-949-72.pdf - Published Version
Available under License Creative Commons Attribution Non-commercial.


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DOI: 10.1177/0170840613483655


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.

Item Type:Article
Additional Information:Payment of the SAGE Choice fee will enable articles to be immediately available on SAGE Journals to non-subscribers (gold Open Access), as well as to subscribers to that journal. It will also permit authors to submit the final manuscript to their funding agency's preferred archive if applicable.
Uncontrolled Keywords:organization control; organizational forms; public administration and organizations; public service motivation
Group:Bournemouth University Business School
ID Code:20879
Deposited By: Symplectic RT2
Deposited On:17 Jun 2013 15:33
Last Modified:14 Mar 2022 13:47


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