Questions asked in the September Leadership Pulse on Rewards and Pay for Performance
Uses a 1 to 5 scale; "strongly disagree" to "strongly agree," with a "not applicable" option
- Our company's culture emphasizes pay for performance.
- The overall performance management process at our company (setting expectations, evaluating performance, providing feedback, using formal or informal performance appraisals) helps our organization achieve positive business results.
- Salary increases are linked to individual performance.
- The way my company links pay with performance is fair and effective for all employees.
- Performance reviews at my company are used to help improve employee performance.
- The teams in our company that seem to receive more rewards (formally and informally) are clearly the highest performing teams.
- Annual bonuses in our company are based on ratings of individual performance.
- Our best performers receive significantly greater salary increases than average or below average performing employees.
- Performance evaluations are used to guide all important talent management decisions (e.g. promotions, who goes to training, layoff decisions, succession planning, etc.).
- Company goals and objectives are reflected in the performance evaluation process used for managers (from senior management to first line supervisors).
- In our company, informal rewards are used to recognize high performers.
- Our best performers receive significantly greater bonuses than average or below average performing employees.
- In our company, we focus more on treating everyone equally and do not worry about paying or rewarding for individual differences in performance. (Reverse coded)
- Use this space to comment on any of the questions above.
- Think about the types of rewards being used by your company and that were used in other organizations in which you worked in the past. In the next section, we would appreciate your sharing your ideas and knowledge about pay for performance.
- What reward practices have you seen work well in linking rewards to performance?
- Please make sure to think about both formal and informal rewards practices.
- What rewards practices have you seen cause problems (e.g. unfairness, reward the wrong behaviors, etc.)?
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Center for Effective Organizations
- University of Southern California
- 3415 S. Figueroa Street
- Davidson Conference Center 200
- Los Angeles, CA 90089–0871
- usc marshall school of business