Whilst the clear objective of reward systems, such as performance related pay, is to increase motivation and performance, a number of previous studies have found that such schemes can actually have the opposite effect by decreasing motivation and increasing ethical and pay inflation behaviours.
And yet other studies found that performance-related pay and other organisational reward and incentive schemes do actually have the desired results.
The question is what is it that turns one reward and incentive scheme into a positive motivational and performance enhancing process and another into a demotivating process that encourages unethical behaviour?
This research briefing and review looks at a new study which effectivily unpicks what it is that changes a reward and incentive scheme from being motivational into one that creates deviant behaviour.
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