Publications

Search results

• 

  Paying for Performance

  New trends in performance-related pay

  Suff P, Reilly P, Cox A | Nov 2007 | Institute for Employment Studies

  This paper examines how performance-related pay (PRP) has evolved in recent years. It uses real-life case studies to demonstrate how new techniques, closely linked to the organisation's unique characteristics and needs, can successfully act as a lever to improve individual performance and organisational effectiveness.

• 📄

  Performance Related Pay Coverage in the UK

  Cowling M | Jan 2007 | Institute for Employment Studies

  A simple model of firms' decisions to pay workers performance related pay (PRP) is tested using company level data for 1,001 UK private sector businesses. From the basic sample statistics we observe that, on average, 26.5 per cent of workers are covered by PRP systems. Yet this hides the fact that only 50.5 per cent of businesses have any workers at all covered by PRP.

• 

  Stability rhymes with agility, pay structure needs to go with flexibility

  Brown D, Munday S | Jun 2016 | Institute for Employment Studies

  Duncan Brown (IES) and Steve Munday (KPMG) ask why job evaluation still thrives and whether the opposing positions on job evaluation and pay management can be reconciled.

• 📄

  Selling Rewards

  Paying for performance in your sales force

  Reilly P | Oct 2006 | Institute for Employment Studies

  There is evidence that sales force compensation has changed very little over the past few years, even though the role of many sales professionals has done so. The majority of UK companies use a combination of salary and commission for their sales staff because they assume that incentives linked to performance outcomes will stimulate effort. However, over-reliance on variable pay, or a poorly designed incentive scheme can create problems, especially if based on transaction volume but not customer satisfaction.

• 📄

  In the Know

  Reward and Performance Management of Knowledge Workers

  Suff P, Reilly P | Mar 2005 | Institute for Employment Studies

  This paper advises employers and HR practitioners about approaches to managing 'knowledge workers'. The author defines knowledge workers, discusses their importance, and discusses how best to manage them, covering potential issues and problems such as performance management, reward systems and work organisation.

• 📄

  Competency-Based Pay

  Neathey F, Reilly P | Jul 2003 | Institute for Employment Studies

  This paper describes the use of competencies in reward systems and highlights both the attractions of such an approach and the potential problems and pitfalls that may have contributed to its limited application.

• 📄

  Team Working and Pay

  Thompson M | Apr 1995 | Institute for Employment Studies

  This report examines the evidence and issues relating to team working and team pay, with particular reference to white-collar employees. Here is a discussion of what constitutes a team, and how performance pay schemes have been adopted or adapted for teams. It concludes with the issues employers should address when developing team working and pay.

• 📄

  Your Call

  Managing Reward and Performance in Call Centres

  Suff P, Reilly P, Mercer M | Aug 2005 | Institute for Employment Studies

  In the early 2000s the UK call centre industry employed around 850,000 workers in more than 6,000 centres. And although there were fears that 'offshoring' - that is, moving operations to lower-cost countries, such as India and South Africa - would lead to a fall in employment levels, the UK industry continued to expand. A report commissioned by the Department of Trade and Industry (DTI) found in 2003 that employment in the UK call centre industry had risen by 250 per cent since 1995, and was continuing to add tens of thousands of agent positions each year.

• 

  Teachers', leaders' and governors' views on the pay framework

  Dawson A, Hey L, Byford M, Rickard C, Lucy D, Newton B | Nov 2018 | Department for Education

  This report presents findings from IES research conducted on behalf of the Department for Education to gather teachers', leaders' and governors' views on the teacher pay framework.

• 📄

  Flexing your Remuneration

  Variable Pay at Work

  Suff P, Reilly P | Nov 2004 | Institute for Employment Studies

  Variable pay, sometimes referred to as 'pay at risk', is the portion of the remuneration package that has to be earned on each occasion, usually by meeting and exceeding individual, team or organisational performance criteria. While the rewards from variable pay schemes can be substantial, employees are forced to shoulder more of the business risks - rewarding the 'upside' and penalising the 'downside' of performance.