Skip to Main Content

HRM-7002 v2

Module 3 Required Resources

Articles

Unpacking the Evolving Process of Pay-for-Performance System Implementation
Park, S., & Conroy, S. A. (2020). Unpacking the evolving process of pay-for-performance system implementation. Human Resource Management Review, 30(4), 100794.

Why Review: Provides insights into the dynamic nature of P4P system implementation.

Rationale: Enhances understanding of the complexities involved in adopting P4P systems.

A Cognitive Evaluation and Equity-Based Perspective of Pay for Performance
Chen, Y., Zhang, Z., Zhou, J., Liu, C., Zhang, X., & Yu, T. (2023). A cognitive evaluation and equity-based perspective of pay for performance on job performance: A meta-analysis and path model. Frontiers in Psychology, 13, 1039375.

Why Review: Explores psychological factors influencing P4P effectiveness.

Rationale: Offers a nuanced view of employee perceptions in P4P systems.

Designing an Effective Pay for Performance Compensation System
U.S. Merit Systems Protection Board. (2006). Designing an effective pay for performance compensation system: A report to the President and the Congress of the United States.

Why Review: Discusses best practices in P4P system design.

Rationale: Provides practical guidelines for developing effective compensation strategies.

Changing Pay Systems in Organizations: Using Behavioral Reasoning Theory to Understand Employee Support for Pay-for-Performance (or Not)
Wagner, M., & Westaby, J. D. (2020). Changing pay systems in organizations: Using behavioral reasoning theory to understand employee support for pay-for-performance (or not). Journal of Applied Behavioral Science, 56(3), 301–321.

Why Review: Explores psychological factors influencing employee support for pay-for-performance systems.

Rationale: Provides insights into employee perceptions and acceptance of compensation changes, essential for designing effective P4P models.

Assessment of ISS's Use of EVA in CEO Pay-for-Performance Model
Stewart, B. (2019). Assessment of ISS's use of EVA in CEO pay-for-performance model. Harvard Law School Forum on Corporate Governance.

Why Review: Discusses the application of Economic Value Added (EVA) in evaluating executive performance.

Rationale: Offers a quantitative approach to linking compensation with value creation, enhancing understanding of performance metrics in compensation design.

Last Updated: Jul 14, 2025 4:53 PM
URL: https://resources.nu.edu/HRM7002
Print Page

Subjects: Business & Economics, Graduate Studies

Tags: Human Resources