Performance pay and corporate structure in UK firms
This paper documents the incidence of modern pay practices in UK companies. In particular we show that share-based compensation schemes have grown in popularity and are now in operation in half our sample of companies. The results also reveal three quarters of companies operating individual performance related pay schemes and a large growth in the incidence of skill and team-based pay. We combine this analysis with results showing that, despite some theoretical reasons for thinking otherwise, large firms are more likely to adopt these modern pay practices, and show that such adoption is also linked with significant organisational design change through delayering.
Volume (Year): 19 (2001)
Issue (Month): 1 (February)
|Contact details of provider:|| Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/115/description#description|
|Order Information:|| Postal: http://www.elsevier.com/wps/find/journaldescription.cws_home/115/bibliographic|
When requesting a correction, please mention this item's handle: RePEc:eee:eurman:v:19:y:2001:i:1:p:73-82. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Dana Niculescu)
If references are entirely missing, you can add them using this form.