The survey provided information on working arrangements, working hours, work intensity, and well-being. Data from the management interviews were then matched with employees’ reports about their subjective experiences of work. We also gathered employee data through questionnaires distributed to a random selection of five to 20 employees in each workplace where the management interviews were conducted. The main issues covered in the interviews related to workplace characteristics, recruitment and training initiatives, pay determination, payment systems, and workplace performance. The interviewees were senior managers with responsibility for employment relations, personnel management, human resources, or financial management. We used data from face-to-face structured interviews conducted in 1,293 private-sector workplaces across the United Kingdom. It also explored the relationship between the schemes and employees’ experiences of high work intensity and how this might explain any undesirable influence of incentive pay on well-being. Our study, published in Human Resource Management Journal, examined the extent to which each payment scheme was associated with employees’ experience of well-being, as measured by job satisfaction, organizational commitment, and trust in management. We wanted to learn more about this relationship. Although these critical issues represent real problems for many businesses, little progress has been made in gathering evidence on how different incentive pay schemes - performance-related pay, profit-related pay, and share ownership - might affect employee well-being. But there are ways in which these methods of performance pay can backfire, causing contentious behaviors among employees, complaints about unfair pay distribution, or overwork and stress. Sometimes, these incentives work in ways managers intended them to.
Offering employees performance-based incentive pay is one common approach, and it usually takes one of two forms: bonuses are offered to individuals based on assessments of their performance, or bonuses are offered as organization-wide incentives, such as profit-related pay or share ownership. Most managers would agree that motivated, productive employees are crucial for organizational success, regardless of company size, industry, or corporate strategy. The question is how to motivate them.
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