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Books on the topic 'Performance-based incentive'

Author: Grafiati

Published: 2 June 2025

Last updated: 31 July 2025

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1

author, Soeters Robert, Meessen Bruno 1969 author, and World Bank, eds. Performance-based financing toolkit. The World Bank, 2014.

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2

McCoy, Thomas J. Compensation and motivation: Maximizing employee performance with behavior-based incentive plans. AMACOM, American Management Association, 1992.

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3

Gupta, Smita. Expected performance based incentive calculation comparison between NSHP (EPBI) and CSI (EPBB) calculators. California Energy Commission, 2007.

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4

Florida. Office of Program Policy Analysis and Government Accountability. Review of the community college system's performance-based program budgeting measures and incentive fund. The Office, 1998.

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5

United States. Congress. House. Committee on Commerce, ed. Department of Energy: Lessons learned incorporated into performance-based incentive contracts : report to the chairman, Committee on Commerce, House of Representatives. The Office, 1998.

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6

Parajuli, Dilip. Performance-based incentives for public secondary schools in Nepal. John F. Kennedy School of Government, 2002.

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7

University of Oklahoma. School of Social Work and United States. Administration on Aging, eds. Incentives for performance based contracting in service delivery to the elderly. University of Oklahoma, School of Social Work, 1986.

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8

LLC, National Health Information, ed. Pay-for-performance in action: Achieving outcomes improvement through quality-based incentives. National Health Information, LLC, 2006.

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9

G, Shojania Kaveh, United States. Agency for Healthcare Research and Quality., and University of California, San Francisco-Stanford Evidence-Based Practice Center., eds. Closing the quality gap: A critical analysis of quality improvement strategies : volume 3 : hypertension care. U.S. Dept. of Health and Human Services, Public Health Service, Agency for Healthcare Research and Quality, 2005.

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10

G, Shojania Kaveh, and United States. Agency for Healthcare Research and Quality., eds. Closing the quality gap: A critical analysis of quality improvement strategies. Agency for Healthcare Research and Quality, 2004.

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11

B, Freeman Richard. Monitoring colleagues at work: Profit sharing, employee ownership, broad-based stock options and workplace performance in the United States. Centre for Economic Performance, London School of Economics and Political Science, 2004.

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12

Dudley, R. Adams. Strategies to support quality-based purchasing: A review of the evidence. U.S. Department of Health and Human Services, Public Health Service, Agency for Healthcare Research and Quality, 2004.

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13

Krzywdzinski, Martin. Incentive Systems. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198806486.003.0005.

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This chapter examines incentive systems in automotive plants in Russia and China. The point of departure here is the distinction between job-based systems, where the associated tasks are determined as precisely as possible for each job, and person-based systems, which assign tasks not to certain jobs but to certain competence or performance levels. While job-based systems are more typical for Russia, person-based systems prevail in China. The chapter then turns to variable compensation elements and performance reviews and examines how supervisors deal with performance appraisals. It reveals co

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14

Performance-based medicine: Creating the high performance network to optimize managed care relationships. Productivity Press, 2011.

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15

Filmer, Deon, James Habyarimana, and Shwetlena Sabarwal. Teacher Performance-based Incentives and Learning Inequality. World Bank, Washington, DC, 2020. http://dx.doi.org/10.1596/1813-9450-9382.

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16

Use of Incentives in Performance-Based Logistics Contracting. Rowman & Littlefield Publishers, Incorporated, 2018.

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17

Hofmann, Christian, and Laurence van Lent. Organizational Design and Control Choices. Edited by Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.10.

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Building on new insights from organizational economics, management accounting researchers have highlighted how incentive contracts and performance measure choices complement structural arrangements in firms. We discuss how “slow-moving” elements in organizational design, such as the allocation of decision rights to local managers and interdependencies between different parts of the production function, affect the working of incentives and performance measures. We pay attention to the empirical challenges that researchers face in this area and argues that mixed-method approaches in which econom

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18

Scherer, Bernd, and Xiaodong Xu. Performance Based Fees, Incentives, and Dynamic Tracking Error Choice. Oxford University Press, 2011. http://dx.doi.org/10.1093/oxfordhb/9780199553433.013.0010.

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19

Berends, William. Price & Profit: The Essential Guide to Product & Service Pricing and Profit Forecasting. Berends & Associates, 2004.

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20

Cameron, Judy, and W. David Pierce. Rewards and Intrinsic Motivation. Praeger, 2002. http://dx.doi.org/10.5040/9798216008569.

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Over the past 30 years, many social psychologists have been critical of the practice of using incentive systems in business, education, and other applied settings. The concern is that money, high grades, prizes, and even praise may be effective in getting people to perform an activity but performance and interest are maintained only so long as the reward keeps coming. Once the reward is withdrawn, the concern is that individuals will enjoy the activity less, perform at a lower level, and spend less time on the task. The claim is that rewards destroy people's intrinsic motivation. Widely accept

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21

GOVERNMENT, US. Closing the Quality Gap: A Critical Analysis of Quality Improvement Strategies (Ahrq Publication). Agency for Healthcare Research and Quality, 2007.

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22

Toby, Jackson. The Lowering of Higher Education in America. ABC-CLIO, LLC, 2009. http://dx.doi.org/10.5040/9798400680915.

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A top educator looks at the causes and national costs of the lowering of college admission and academic standards in the United States, then proposes confronting the problem by tying federal student grants and loans to academic performance as well as to financial need. After a half-century of teaching, distinguished educator Jackson Toby concludes that all too often, our current system gives high school students the impression that college is an entitlement and not a challenge. The Lowering of Higher Education: Why Financial Aid Should be Based on Student Performance is Toby's unflinching look

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23

Guthrie, Graeme. Separating the wheat from the chaff. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190641184.003.0007.

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Past pay generates incentives via the ownership stake that it creates; present pay generates incentives via the link between firm performance and the level of pay; future pay generates incentives via executives’ career concerns. This chapter explains how uncertainty about an executive’s ability and effort generates incentives for the executive to exert effort on behalf of shareholders. These incentives stem from the links between labor-market perceptions of an executive’s ability and the likelihood that he is promoted or fired from his current job, able to gain employment at another firm, and

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24

Guthrie, Graeme. A primer on pay. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190641184.003.0005.

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One of a board’s most important roles is setting executive pay. This chapter introduces the various components of executive compensation schemes and analyzes the pay-setting process using the efficient contracting hypothesis. Executives and the board bargain over how sensitive pay will be to the firm’s performance, weighing the incentives generated by performance-based pay against the misallocation of risk that results when risk that could be diversified away by shareholders is transferred onto a firm’s executives. Executives and the board also negotiate over the level of pay, leading to outco

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25

Olsen, Jan Abel. Secondary care: hospital financing. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198794837.003.0015.

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This chapter discusses the three most widely used payment systems for hospitals. While concepts differ, payment models in secondary care have parallels to those used in primary care. In retrospective systems, providers’ costs are fully reimbursed after they have incurred which leads to cost escalations and inefficiencies. In prospective systems, payments are determined ex ante without any link to the real costs incurred by the provider. Prospective payment systems are of two kinds: variable or fixed. The former are often referred to as activity-based financing, while fixed payments refer to bl

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26

Forsberg, Ewa. Do Financial Incentives Make a Difference: A Comparative Study of the Effect of Performance-Based Reimbursement in Swedish Health Care (Comprehensive Summaries ... from the Faculty of Medicine, 1077). Uppsala Universitet, 2001.

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27

Buckley, Joanna, Neil McCulloch, and Nicholas Travis. Donor-supported Approaches to Improving Extractives Governance. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198817369.003.0027.

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Donor interest in the natural resources extractives sector is based upon the premise that it represents an opportunity to improve a country’s development prospects. However, in many cases the presence of extractive resources is associated with poor economic performance. As a result, some donors are trying a radically different approach. This chapter explores one such programme funded by the UK Department for International Development: the Facility for Oil Sector Transparency and Reform in Nigeria. The chapter outlines five lessons learned from this example. First, continual analysis is essenti

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28

Cook, Karen S., and Jessica J. Santana. Trust and Rational Choice. Edited by Eric M. Uslaner. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780190274801.013.4.

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This chapter provides an overview of the rational choice orientation to the study of trust, rooted primarily in economics, political science, and sociology. Conceptualizations of trust that build on a rational choice framework focus on the cognitions that form the basis of judgments of trustworthiness and decisions to place trust in another, as well as the embeddedness of trust relations in networks, groups, and institutions. The strengths of rational choice approaches to trust and their limitations are discussed, and brief comparisons are made with other approaches that have gained popularity

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29

Guthrie, Graeme. The Firm Divided. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190641184.001.0001.

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This book investigates the conflict between the managers and shareholders of large corporations. Shareholders want managers to act in ways that make their shares as valuable as possible, but managers ultimately want to maximize their own wellbeing. The outcome of manager-shareholder conflict is largely determined by a firm’s board of directors, which engages in a sequence of bargaining games with the firm’s managers. The book presents a conceptual framework for understanding board-manager interactions that is underpinned by decades of academic research into corporate governance. It shows how b

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30

Rangan, Subramanian, ed. Core Assumptions in Business Theory. Oxford University PressOxford, 2025. https://doi.org/10.1093/9780198944249.001.0001.

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Abstract The modern market-based economy generates great wealth, but it lags on well-being; it has mastered efficiency, but struggles with equity; it boasts size, but falls short on sustainability. In other words, our economy delivers performance but neglects progress (i.e., fairness, well-being, and sustainability). Many rightly call for tighter regulation, higher (“true”) prices, and longer-term incentives. Others appeal to corporate purpose, shared value, and stakeholder-centrism. Beyond smarter regulation and the reformed practice of business, we must attend as well to education and a refo

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