An Empirical Analysis of Continuing Improvements Following the Implementation of a Performance-Based Compensation Plan

By Rajiv D. Banker, S.-Y.Seok-Young Lee, G. Potter, Dhinu Srinivasan. 2000

187 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/4476344f4f47a6a1854ce6a3ae005dea2f6fcb0e

How researchers see this paper

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

In Accounting

1. Chia-Ling Lee
2. C. Trevor
3. Huan Yang
4. Anthony J. Nyberg

In Management Information Systems

1. Jenna R. Pieper
2. Chia-Ling Lee
3. C. Trevor
4. Huan Yang
5. Anthony J. Nyberg

Citations in the corpus

• Pay-for-Performance’s Effect on Future Employee Performance (2016, background): “Banker et al. (2000), for example, found that sales productivity increased following implementation of a bonus program.”
• Incentives, Targeting and Firm Performance: An Analysis of Non-Executive Stock Options (2010, unknown): “8 Additional rationales for incentive pay include the ability to minimize wages when productivity falls (Inderst and Müller (2005)) and also to motivate employees to invest in themselves (Banker, Lee, Potterm and Srinivasa (2000)).”
• Organization structure, competition and performance measurement systems and their joint effects on performance (2011, background): “There is a large and growing amount of literature on the use of PMS, including both financial and non-financial performance measures (Bhimani and Langfield-Smith, 2007; Banker et al., 2000; Chenhall, 1997; Ittner et al., 1997; Otley, 1999).”