| Record ID | harvard_bibliographic_metadata/ab.bib.09.20150123.full.mrc:453722266:1367 |
| Source | harvard_bibliographic_metadata |
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LEADER: 01367cam a2200241Ka 4500
001 009451378-3
005 20040913162012.0
008 020315s2002 maua b 000 0 eng d
035 0 $aocm49321611
040 $aHBS$cHBS
100 1 $aBeer, Michael.
245 10 $aPromise and peril in implementing pay for performance :$ba report on thirteen natural experiments /$cMichael Beer, Mark D. Cannon.
260 $a[Boston] :$bDivision of Research, Harvard Business School,$cc2002.
300 $a23 p. :$bill. ;$c28 cm.
490 1 $aWorking paper / Division of Research, Harvard Business School ;$v02-064
504 $aIncludes bibliographical references.
520 $aDespite the popularity of pay for performance programs, very little research has examined the dynamics and dilemmas associated with implementing these programs. We studied the implementation of thirteen experiments in pay for performance that were initiated by local management in a high-commitment company (Hewlett Packard). We examined Hewlett Packard documents and interviewed managers to understand their experience with implementing these programs.
610 20 $aHewlett-Packard Company.
700 1 $aCannon, Mark D.
710 2 $aHarvard Business School.$bDivision of Research.
830 0 $aWorking paper (Harvard Business School. Division of Research) ;$v02-064.
988 $a20040913
906 $0MH