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Payment Scheme Decision Choices

In: Payment Systems and Productivity

Author

Listed:
  • Angela M. Bowey
  • Richard Thorpe
  • Phil Hellier

Abstract

This chapter compares the decision choices in 63 organisations which introduced new payment schemes between 1977 and 1980 with the decision processes implied by a normative approach to contingency theory and a relativistic multiple constituencies model for the evaluation of organisational performance. The relatively poor impact of these payment scheme changes on organisational performance (judged from three major perspectives) derives at least in part from the discrepancies between the decision choices actually made and the normative theoretical model proposed. There are certain key strategic choices made by organisational decision-makers (whether deliberately or by default) when a change is made in a payment system, and these are discussed and analysed from the empirical evidence of the longitudinal study discussed in more detail in the next chapter.

Suggested Citation

  • Angela M. Bowey & Richard Thorpe & Phil Hellier, 1986. "Payment Scheme Decision Choices," Palgrave Macmillan Books, in: Payment Systems and Productivity, chapter 4, pages 66-90, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-18106-3_4
    DOI: 10.1007/978-1-349-18106-3_4
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