skip navigation

PUBLICATIONS

Register for Latest Research

Stay Informed
Register with NCJRS to receive NCJRS's biweekly e-newsletter JUSTINFO and additional periodic emails from NCJRS and the NCJRS federal sponsors that highlight the latest research published or sponsored by the Office of Justice Programs.

NCJRS Abstract

The document referenced below is part of the NCJRS Virtual Library collection. To conduct further searches of the collection, visit the Virtual Library. See the Obtain Documents page for direction on how to access resources online, via mail, through interlibrary loans, or in a local library.

 

NCJ Number: 149980 Find in a Library
Title: Pay ... As You Earn? What the Home Secretary Should Know About Performance Related Reward Systems
Journal: Police Journal  Volume:66  Issue:3  Dated:(July-September 1993)  Pages:233- 241
Author(s): B Garlant
Date Published: 1993
Page Count: 9
Type: Legislation/Policy Analysis
Format: Article
Language: English
Country: United Kingdom
Annotation: This article considers some shortcomings of the current pay structure for British police and examines whether performance-related pay systems would contribute to improved police performance.
Abstract: Under the current pay structure British police pay is related to rank rather than to role and to seniority rather than skill. Annual increments are automatically given regardless of individual performance or corporate success. Such a system may suppress employee motivation and creativity and fail to orient work behavior toward tangible achievements. Performance-related pay systems, on the other hand, tie pay directly to performance. Included in such a system are the use of individual wage incentives, promotion upon merit, and rewards for special achievements. Penalties are typically dependent upon falling below some minimum standard of performance. This system requires that the performance and skill standards used in the allocation or rewards and penalties be objective and measurable. Although performance-based pay rates have the appeal of rewarding and sanctioning behaviors that add to or detract from organizational goals, there are many difficulties in constructing an equitable pay system. There will be difficult choices about the relative value of various roles and skills. The consequences of context and location within which individuals operate will be debated, and there will be problems in crediting organizational results to particular individuals. Performance-related pay will lead to increased administration and a greater training requirement, with all the associated resource implications. Employee support for such a system may also be difficult to obtain. 22 references
Main Term(s): Police compensation
Index Term(s): Foreign police; Pay rates; Police performance evaluation; Proficiency pay
To cite this abstract, use the following link:
http://www.ncjrs.gov/App/publications/abstract.aspx?ID=149980

*A link to the full-text document is provided whenever possible. For documents not available online, a link to the publisher's website is provided. Tell us how you use the NCJRS Library and Abstracts Database - send us your feedback.