Performance Measurement and Management Control : Measuring and Rewarding Performance

Intro -- Studies in Managerial and Financial Accounting -- Copyright page -- Contents -- List of contributors -- Preface -- Part I: Measuring and Rewarding Performance -- Chapter 1. Aligning, measuring, and rewarding performance in complex organizations -- Gaming industry -- Microfinance industry -- Corporate social responsibility function -- A more balanced model of implementation -- What can researchers doquest -- Summary -- References -- Chapter 2. On the folly of hoping for A, simply because You are trying to pay for A -- Rewarding performance beyond ''annual variable compensation plans'' -- Influencing behavior through all available levers (and hence beyond reward systems) -- Concluding thoughts -- References -- Chapter 3. Performance measurement and management control Systems: Current research and ideas going forward -- 1. Descriptive statistics on state-of-the-art research in performance measurement and management control -- 2.Some thoughts on how to make our research even better -- 3. Conclusions -- References -- Part II: Evaluating and Motivating Employee Performance -- Chapter 4. Early performance ratings and personality measures in career advancement -- Introduction -- Early performance appraisal ratings and career progression -- Study one -- Method -- Results - study one -- Discussion -- Personality measures and organizational progression -- Study two -- Method -- Results - study two -- Discussion -- Overall conclusion -- References -- Chapter 5. Tying vs. not-tying post-completion reviews to extrinsic rewards -- 1. Introduction -- 2. State of PCR research on tying vs. not-tying -- 3. Methodology -- 4. Social-cognitive foundations of analysis -- 5. Effects of PCRs -- 6. Effects of PCRs when tied to extrinsic rewards -- 7. Discussion -- 8. Tentative conclusions and implications for research -- References.