000084184 001__ 84184
000084184 005__ 20210507081945.0
000084184 0247_ $$2doi$$a10.1080/10967494.2018.1497740
000084184 0248_ $$2sideral$$a107143
000084184 037__ $$aART-2018-107143
000084184 041__ $$aeng
000084184 100__ $$0(orcid)0000-0002-4660-6089$$aGarcia-Lacalle, Javier$$uUniversidad de Zaragoza
000084184 245__ $$aStewards in an “Odd” Kingdom. Performance and Remuneration of the Boards of Directors of NHS Foundation Trusts
000084184 260__ $$c2018
000084184 5060_ $$aAccess copy available to the general public$$fUnrestricted
000084184 5203_ $$aPerformance measures and rewards are becoming commonplace in public sector organizations. This article studies the implementation of performance-related pay (PRP) mechanisms in the boards of directors of the Foundation Trusts (FTs) of the National Health Service (NHS) in England and analyzes whether their remuneration is linked to organizational performance using qualitative and quantitative analyses (structural equation model). FTs operate in a favorable context for implementing PRP to remunerate executive directors. Our results show that many FTs have not implemented PRP and hardly any report having payed bonuses. However, most of them disclose that they carry out some kind of performance appraisal. These results indicate both reluctance to and difficulties in adopting PRP in public sector entities. Results also suggest that executive directors of NHS FTs are stewards in an “odd” kingdom that uses performance ratings to evaluate organizations, blaming directors when ratings are bad, but with no rewards when good performance is achieved.
000084184 536__ $$9info:eu-repo/grantAgreement/ES/DGA/S56-17R$$9info:eu-repo/grantAgreement/ES/MICINN/ECO2015-66240-P$$9info:eu-repo/grantAgreement/ES/UZ/JIUZ-2017-SOC-11
000084184 540__ $$9info:eu-repo/semantics/openAccess$$aAll rights reserved$$uhttp://www.europeana.eu/rights/rr-f/
000084184 590__ $$a1.915$$b2018
000084184 591__ $$aPUBLIC ADMINISTRATION$$b23 / 47 = 0.489$$c2018$$dQ2$$eT2
000084184 592__ $$a2.915$$b2018
000084184 593__ $$aPublic Administration$$c2018$$dQ1
000084184 593__ $$aBusiness and International Management$$c2018$$dQ1
000084184 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/acceptedVersion
000084184 700__ $$0(orcid)0000-0001-5162-1446$$aRoyo, Sonia$$uUniversidad de Zaragoza
000084184 700__ $$0(orcid)0000-0002-8197-7088$$aYetano, Ana$$uUniversidad de Zaragoza
000084184 7102_ $$14002$$2230$$aUniversidad de Zaragoza$$bDpto. Contabilidad y Finanzas$$cÁrea Economía Finan. y Contab.
000084184 773__ $$g23, 6 (2018), 770 - 797$$pInt. Public Manage. J.$$tINTERNATIONAL PUBLIC MANAGEMENT JOURNAL$$x1096-7494
000084184 8564_ $$s253544$$uhttps://zaguan.unizar.es/record/84184/files/texto_completo.pdf$$yPostprint
000084184 8564_ $$s56087$$uhttps://zaguan.unizar.es/record/84184/files/texto_completo.jpg?subformat=icon$$xicon$$yPostprint
000084184 909CO $$ooai:zaguan.unizar.es:84184$$particulos$$pdriver
000084184 951__ $$a2021-05-07-08:10:22
000084184 980__ $$aARTICLE