Merit Pay: Increase or Hinder Performance?
DOI:
https://doi.org/10.61841/212zkz51Keywords:
Merit pay, improve, obstructAbstract
Organizations or companies implement the merit system solely to improve the performance of their employees. This is because the reward system stimulates the motivation of work to improve their performance. Although merit pay is widely used by many organizations, in fact some businesses still question whether merit pay can improve employee and organizational performance. At present, merit pay is still a contradiction. This article tries to understand the pros and cons of the implementation of merit pay as well as its positive and negative aspects. The final part of this article tries to understand how merit pay must be implemented by the organization to make it more effective.
Downloads
References
[1] Basset, Glenn, 1994, Merit Pay Increases Are A Mistake, Compensation Benefit Review, March-April.
[2] Budman, Matthew, 1997, Is There Merit in Merit pay? Across the Board, June.
[3] Brookes, Donald, 1993, Merit pay: Does it Help or Hinder Productivity, Human Resource Focus, January.
[4] Deming, 1986, Out of the Crisis, Massachusetts Institute of Technology Center for Advanced Engineering Study, Cambridge, Mass.
[5] Don Eskew and Heneman, Robert, 1996, A Survey of Merit Pay Plan Effectiveness: End of the Line for Merit Pay or Hope for Improvement? Human Resource Planning, 19.
[6] Filipowski, 1991, Perspective: Is Pay Linked to Performance? Personnel Journal, Mei.
[7] Kohn, A., 1993, Why Incentive Plans Cannot Work, Harvard Business Review, September-October.
[8] Kopelman, Richard.E., Janet.L. Ravenpor, and Mo Cayer, 1991. Merit pay and organizational performance: is there an effect on bottom line? National Productivity Review, 10,3
[9] Lawler, E.E., 1990, Strategic Pay, San Francisco Jossey Bass.
[10] Lawler, E.E., and Jenkins, 1992, Strategic Reward System, Handbook of Industrial and Organizational Psychology, Vol. 3, Consulting Psychology Press.
[11] Lowery, Christover M., Petty M.M., and Thompson, James. M., 1996, Assessing the Merit Pay of Merit Pay: Employee Reactions to Performance-Based Pay, Human Resource Planning, 19, 1.
[12] McGinty, Robert L., and John Hanke, 1992, Compensation Management in Practice—Merit Pay Plans: Are They Truly Tied to Performance? Compensation and Benefits Management, 8, 4. Pass. C. et al., 1997, Collins Kamus Lengkap Bisnis, Terjemahan Sumarso Santoso, Edisi kedua, Penerbit Erlangga.
[13] Ruky, 1996, Sistem Merit Dalam Kenaikan Gaji: Apakah masih tepat untuk Perusahaan di Indonesia? Usahawan, No.07, Juli.
[14] Schuler, Randall S., and Jackson Susan. E., 1999, Manajemen Sumber Daya Manusia, alih Bahasa Abdul Rosyid dan Peter Remy Yosy Pasla, Penerbit Erlangga.
[15] Henry Simamora, 1995, Manajemen Sumber Daya Manusia, Yogyakarta, Penerbit STIE YKPN, Edisi ke-1.
[16] Wilkerson, James. L., Merit Pay: Performance Review: They Just Don’t Work, Management Accounting, June.
Downloads
Published
Issue
Section
License
Copyright (c) 2020 AUTHOR

This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.