Industrial and Labor Relations Review · 1977 · 17 citations · 0 references
ManagementHuman Resource ManagementPerformance ManagementCollective BargainingLabor RelationsPerformance MeasurementPay-for-performance CompensationPerformance-based CompensationPersonnel EconomicsTrade UnionismUnion MembershipUnion OrganizationCompensation Performance SensitivityCompensation Sensitivity To PerformanceMember CompensationOfficer CompensationPerformance-based Pay AnalysisUnionUnion AdministrationUnion Effectiveness
[Excerpt] This paper presents estimates of the relationship between the performance and compensation of local building trades union leaders. A growing literature has revived the common-sense notion that organizations should structure the compensation of both their employees and their executives so as to encourage them to take actions consistent with the goals of the organizations. One way to minimize the probability that executives will take actions contrary to the organization's goals is to tie their compensation to measures of their organization's performance.