Reward and reform
Stephen Bevan and Louise Horner
01 January 2003
For most organisations and unions, designing and implementing an employee reward structure that meets both parties' needs, avoids unnecessary complexity and can accommodate government demands has proved elusive. Drives to reward team working, or to link senior salaries with achievement of very broad Public Service Agreement (PSA) targets or particular social outcomes, may yield some dividends in better performance but are they leading to even more complex reward strategies?
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