Paying your employees more for hitting specific targets may backfire, according to HBS professor Michael Beer. As he learned in his study of thirteen pay-for-performance plans at Hewlett-Packard, the unspoken contract may make or break these programs.
Content: Article
Author: Martha Lagace
Source: Harvard Business School (HBS) Working Knowledge
Subjects: Management, Organizational Behavior
Author: Martha Lagace
Source: Harvard Business School (HBS) Working Knowledge
Subjects: Management, Organizational Behavior
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