Authority, Risk, and Performance Incentives: Evidence from Division Manager Positions Inside Firms

2006 ◽  
Author(s):  
Julie M. Wulf
Keyword(s):  
Performance Incentives ◽  
And Performance

scholarly journals Perverse Incentives with Pay for Performance: Cover Crops in the Chesapeake Bay Watershed

2013 ◽  
Vol 42 (3) ◽  
pp. 491-507
Author(s):  
Darrell J. Bosch ◽  
James W. Pease ◽  
Robert Wieland ◽  
Doug Parker
Keyword(s):  
Cover Crops ◽  
Pay For Performance ◽  
Nitrogen And Phosphorus ◽  
Performance Incentives ◽  
Chesapeake Bay Watershed ◽  
Incentive Programs ◽  
Run Off ◽  
Perverse Incentives ◽  
And Performance ◽  
The Cost

Policymakers are concerned about nitrogen and phosphorus export to water bodies. Exports may be reduced by paying farmers to adopt practices to reduce runoff or by paying performance incentives tied to estimated run-off reductions. We evaluate the cost-effectiveness of practice and performance incentives for reducing nitrogen exports. Performance incentives potentially improve farm-level and allocative efficiencies relative to practice incentives. However, the efficiency improvements can be undermined by baseline shifts when growers adopt crops that enhance the performance payments but cause more pollution. Policymakers must carefully specify rules for performance-incentive programs and payments to avoid such baseline shifting.

Accountability and Performance Incentives for School Principals

1988 ◽  
Vol 12 (1) ◽  
pp. 15 ◽  
Author(s):  
Craig E. Richards ◽  
Robert Height
Keyword(s):  
School Principals ◽  
Performance Incentives ◽  
And Performance

Organization Elements and Supports for Outstanding Retention and Student Success Coaching

2019 ◽  
pp. 81-107
Keyword(s):  
Student Success ◽  
Organizational Performance ◽  
Organizational Resources ◽  
Performance Incentives ◽  
Organizational Assessment ◽  
Cultural Elements ◽  
And Performance ◽  
Using Data ◽  
Functional Teams ◽  
Document Review

Using data gathered from interviews, coaching center observations, a document review, and four focus groups of elite coaches, this chapter assess the organizational resources and supports necessary to support consistently outstanding retention and student success coaching. The organizational elements of the study are arranged and discussed using five themes that are discussed and interwoven throughout the chapter. Theme one is the socio-cultural elements of the organization. This theme looks at coach interactions, the mood and atmosphere of the workplace, mentoring and role modeling. Theme two looks at the elements of highly functional teams using the five-part Lencioni framework of trust, conflict resolution, results, accountability, and commitment. The third organizational assessment is built around the alignment of coaching services and organization supports. The fourth theme explores the coaches' expectations of management, as well as organizational resources and performance incentives. The final theme of the chapter looks at overall organizational performance and provides recommendations for optimizing coaching environments for consistency and success.

Culture, Competencies and Compensation: A Framework for Pay for Performance Incentives

2018 ◽  
Vol 18 (4) ◽  
pp. 33-48
Keyword(s):  
Best Practice ◽  
Customer Orientation ◽  
Pay For Performance ◽  
Performance Incentives ◽  
Pay Systems ◽  
Performance Orientation ◽  
Market Culture ◽  
Clan Culture ◽  
And Performance ◽  
Employee Competencies

The extant literature on pay for performance (PFP) compensation either focuses on factors dealing with the implementation of those programs, or the viability of PFP as a universal ‘best practice’. Alternatively we suggest that different organizational culture types align with unique firm competencies, and are supported by specific pay systems. We contend that a ‘clan’ culture might best foster the employee competencies of adaptability, innovation and technical expertise, and best be supported by a skill-based pay (SBP) compensation system. Alternatively, a ‘market’ culture might best foster the competencies of customer orientation and performance orientation, and be best supported by PFP.

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