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New Approaches in Reward: Their Relevance to the Public Sector

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  • Peter Reilly

Abstract

This article explains the concept of ‘new’ reward (for example variable pay, market-based pay, performance-related pay and team-based pay) and why recent UK governments have encouraged it. The extent and effectiveness of new pay practices in the public sector is investigated. The author concludes that the Government should not be pushing the public services to mimic what they perceive to be private sector reward practice.

Suggested Citation

  • Peter Reilly, 2003. "New Approaches in Reward: Their Relevance to the Public Sector," Public Money & Management, Taylor & Francis Journals, vol. 23(4), pages 245-252, October.
    • Handle: RePEc:taf:pubmmg:v:23:y:2003:i:4:p:245-252
    DOI: 10.1111/1467-9302.00379
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    References listed on IDEAS

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    1. French, Stephen & Kubo, Katsuyuki & Marsden, David, 2001. "Does performance pay de-motivate, and does it matter?," LSE Research Online Documents on Economics 3637, London School of Economics and Political Science, LSE Library.
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    Cited by:

    1. Nikolaos Georgantzis & Efi Vasileiou & Iordanis Kotzaivazoglou, 2017. "Peer norm guesses and self-reported attitudes towards performance-related pay," PLOS ONE, Public Library of Science, vol. 12(4), pages 1-15, April.
    2. Yelin Shin & Jinyoung Olivia Choi & Sunghyup Sean Hyun, 2022. "The Effect of Psychological Anxiety Caused by COVID-19 on Job Self-Esteem and Job Satisfaction of Airline Flight Attendants," IJERPH, MDPI, vol. 19(7), pages 1-17, March.

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