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 : The influence of a merit pay guide chart on employee attitudes toward pay at a transit authority.: An article from: Public Personnel Management
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Binding: Digital
Format: HTML
Label: International Personnel Management Association
Manufacturer: International Personnel Management Association
Number Of Pages: 20
Publication Date: March 22, 1996
Publisher: International Personnel Management Association
Release Date: July 28, 2005
Studio: International Personnel Management Association




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Product Description:
This digital document is an article from Public Personnel Management, published by International Personnel Management Association on March 22, 1996. The length of the article is 5906 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

From the author: The influence of the merit pay guide chart on managerial, professional, technical, and clerical attitudes toward pay is examined in a large transit authority. Although findings indicate that both instrumentality and merit pay satisfaction are influenced by a merit pay guide chart (i.e. position in range and performance ratings) and the size merit increases, the relationship are not necessarily in the predicted direction. Regression analysis indicated that the impact of guide chart ratings on merit pay satisfaction is considerably more than on instrumentality belief. Employees who received merit increases larger than suggested by the guide chart are more satisfied with their merit pay increase than those who receive what is specified or less than what is; specified. Implications for future research and compensation practices in the public sector are discussed.

Citation Details
Title: The influence of a merit pay guide chart on employee attitudes toward pay at a transit authority.
Author: K. Dow Scott
Publication: Public Personnel Management (Refereed)
Date: March 22, 1996
Publisher: International Personnel Management Association
Volume: v25 Issue: n1 Page: p103(15)

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