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Performance Management and Incentive Systems in Research Organizations: Effects, Limits and Opportunities

In: Incentives and Performance

Author

Listed:
  • Stefanie Ringelhan

    (Technische Universität München)

  • Jutta Wollersheim

    (Technische Universität München)

  • Isabell M. Welpe

    (Technische Universität München)

Abstract

This chapter gives an overview on the effects, limits and opportunities of the different performance management and incentive systems employed in research organizations. Specifically, we discuss the existing performance management and incentive systems in research organizations as well as their advantages and disadvantages, and provide theoretically—as well as empirically—grounded recommendations for performance management and incentive systems in research organizations. In particular, we provide two recommendations. First, we advocate focusing on input governance as well as on trust in the intrinsic motivation of scholars, and independence as ways to ensure quality. Second, with regard to incentive systems, we recommend emphasizing informal-interpersonal acknowledgment.

Suggested Citation

  • Stefanie Ringelhan & Jutta Wollersheim & Isabell M. Welpe, 2015. "Performance Management and Incentive Systems in Research Organizations: Effects, Limits and Opportunities," Springer Books, in: Isabell M. Welpe & Jutta Wollersheim & Stefanie Ringelhan & Margit Osterloh (ed.), Incentives and Performance, edition 127, pages 87-103, Springer.
    • Handle: RePEc:spr:sprchp:978-3-319-09785-5_6
    DOI: 10.1007/978-3-319-09785-5_6
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    Cited by:

    1. Vitus Püttmann & Jens Ruhose & Stephan L. Thomsen, 2023. "Academics’ Attitudes Toward Engaging in Public Discussions: Experimental Evidence on the Impact of Engagement Conditions," Research in Higher Education, Springer;Association for Institutional Research, vol. 64(5), pages 765-788, August.

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