 Can Pay Be Strategic?Jonathan Trevor Chapter 9 in Can Pay Be Strategic?, 2010, pp 168-199 from Palgrave Macmillan Abstract: Abstract Fulfilling one of the key aims of this study, the findings present a grounded perspective on strategic pay in practice, one that in many respects is in stark contrast to the prescriptions of standard theory. Pay within the case study companies is universally valued as a managerial tool for securing competitive advantage, through enhanced company performance. To that end, the case study companies all aspire to use pay strategically. All firms deploy pay practices that would be characterized as both strategic and best practice by conventional standards. However, all of the case study companies have encountered significant difficulties when attempting to use strategic pay systems, with the result that they were perceived often as ineffectual and, in operational terms, nonstrategic. A key finding of the study is a gap, in a significant number of the case study companies, between what they aspire to do strategically, what they intend as policy and what they achieve operationally as pay practice. As a result, pay systems do not necessarily do what they are supposed to do. Why? Keywords: Decision Maker; Standard Theory; Strategic Choice; Organizational Field; Institutional Pressure (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-29895-8_9 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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