Nonfinancial Performance Measures and Promotion‐Based Incentives

140 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Does measuring intangibles for management purposes improve performance? A review of the evidence (2008, background): “Does greater use of intangibles measures for managerial performance evaluation refer to termination decisions, salary increases, bonuses, promotions, or some mix of the four? Campbell’s (2008) study of a US fast food chain, for example, finds managers’ bonuses more strongly associated with financial”
Corporate Social Responsibility Performance, Incentives, and Learning Effects (2020, background): “Secondly, experience may help in identifying areas of performance where incentiveinduced learning is more pronounced and thus performance improvement is more likely to happen (Campbell 2008).”
Organizational Citizenship Behavior and Career Outcomes (2013, background): “For example, increases in compensation generally are more likely to occur with promotions rather than with continued good performance in the same position (e.g., Baker, Jensen, & Murphy, 1988; Campbell, 2008; Gibbs, 1995).”