Master of Hospitality Administration
First Committee Member
Carl Braunlich, Chair
Number of Pages
A well conceived pay-for-peformance program that aligns measurable financial and non-financial results with the companies publicly stated goals can create synergy in regards to productivity, efficiency and competition. The problem with some pay-for-peformance programs is that they can be poorly conceived, measure outcomes improperly, administered inconsistently or reward an unethical result. A balanced scorecard approach to pay-for-peformance programs can measure both hard and soft metrics that lead to both company and manager/employee success.
Employees — Rating of; Merit pay; Wages and labor productivity
Hospitality Administration and Management | Human Resources Management
Berman, Eric, "A Case study of pay-for-performance compensation programs" (2010). UNLV Theses, Dissertations, Professional Papers, and Capstones. 646.