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BİR PERFORMANSLA İLİŞKİLİ ÜCRETLENDİRME ÖRNEĞİ: AKADEMİK TEŞVİK UYGULAMASI VE KAMU ÜNİVERSİTELERİNDE ÇALIŞAN AKADEMİSYENLERİN UYGULAMAYA YÖNELİK GÖRÜŞLERİ

Year 2019, , 277 - 298, 31.01.2019
https://doi.org/10.18069/firatsbed.538698

Abstract

Performansla ilişkili ücretlendirmeye
yönelik yöntemler özel sektörde yıllardır yaygın şekilde kullanılırken, son
zamanlarda kamu hizmetlerinde de benzer yaklaşımların izlendiği görülmektedir.
Ülkemizde de kamu kesiminde performans
ölçümü ve denetimi gibi hususlar üzerinden etkinlik arayışları doğrultusunda performansla
ilişkili ücretlendirme daha fazla önem verilen bir konu haline gelmiştir. 2015
yılında hayata geçirilen ve günümüzde de bazı değişikliklerle devam ettirilen akademik
teşvik uygulamasının da bu arayışların bir sonucu olduğu söylenebilir. Araştırma,
kamu üniversitelerinde çalışan akademisyenlerin teşvik uygulamasına yönelik
görüşlerinin ve bu görüşlerin belirli faktörlere göre farklılık gösterip
göstermediğinin belirlenmesi amacıyla gerçekleştirilmiştir. Araştırmada akademisyenlerin
büyük kısmının teşvik uygulamasının bir takım değişiklikler yapılarak devam
ettirilmesini istediği tespit edilmiş ve yapılması istenen bu değişliklerin
neler olduğu ortaya konmaya çalışılmıştır. 

References

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  • Berman, E. M., Bowman, J. S., West,J. P. & M. R. Van Wart (2012), Human Resource Management in Public Service: Paradoxes, Processes, and Problems. California: Sage Publication.
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  • Bingöl, D. (2006), İnsan Kaynakları Yönetimi, İstanbul: Arıkan Yayıncılık.
  • Borman, W. C. & S. Motowidlo (1997), “Task Performance and Contextual Performance: The Meaning for Personel Selection Research”, Human Performance, 10(2), 99- 109.
  • California State University. (2013). Administrative Manual: Performance Appraisal, <https://asicalstatela.org/sites/default/files/content/attachments/2015/11/policy-106-personnel-performance-appraisal-policy-106-11.5.15.pdf>, 08.03.2018.
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  • Eurofound (2015), Third European Company Survey – Overview Report: Workplace Practices – Patterns, Performance and Well-Being. Luxembourg: Publications Office Of The EU.
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  • Glassman, M., Glassman, A., Champagne, P. J. & M. T. Zugelder (2010), “Evaluating Pay-for-Performance Systems: Critical Issues for Implementation”, Compensation & Benefits Review, 42(4), 231-238.
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  • Griffin, M., Neal, A. & M. Neale (2000), “The Contribution of Task Performance and Contextual Performance to Effectiveness: Investigating the Role of Situational Constraints”, Applied Psychology, 49(3), 517-533.
  • Isaac, J. E. (2001), “Performance Related Pay: The Importance of Fairness”, The Journal of Industrial Relations, 43(2), 111–123.
  • Ivancevich, J. M. (2010), Human Resources Management, New York: Mcgraw Hill.
  • Koç, D. (2011), “OECD Ülkelerinde Performansa Dayalı Ücretlendirme Modelleri ve Türk Kamu Yönetiminde Performans Değerlendirmeye İlişkin Gelişmeler”, Anahtar Dergisi, 23(276), 28-31.
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  • Lee, H. J., Iijimab, Y. & C. Reade (2011), “Employee Preference for Performance-Related Pay: Predictors and Consequences for Organizational Citizenship Behaviour in a Japanese Firm”, The International Journal of Human Resource Management, 22(10), 2086–2109.
  • Madhani, P. M. (2011), “Reallocating Fixed and Variable Pay in Sales Organizations: A Sales Carry over Perspective”, Compensation and Benefits Review, 43(6), 346-360.
  • Magnusen, K. O. (1987), “Faculty Evaluation, Performance, and Pay: Application and Issues”, The Journal of Higher Education, 58(5), 516-529.
  • Mccrea, E. & M. Deyrup (2016), The Devil is in the Details: A Review of Merit Pay in Higher Education, <http://eaom.org/2016/modules/request.php? module=oc_proceedings&action=view.php&id=159&type=1&a=accept>, 11.05.2018.
  • Mcnabb, R. & K. Whitfield (2007), “The Impact of Varying Types of Performance-Related Pay and Employee Participation on Earnings”, The International of Human Resource Management, 18(6), 1004–1025.
  • Mert, İ. S. (2013), “Kamudaki Yöneticilerin Değerlendirilmesinde Performans ve Potansiyel Arasındaki İlişkinin Belirlenmesi”, Amme İdaresi Dergisi, 46(2), 1-24.
  • Milkovich, G. T., Newman, J. M. & B. Gerhart (2010), Compensation, New York: Mcgrawhill.
  • Miller, R. I. (1988), “Merit Pay in United States Post Secondary Institutions”, Higher Education, 17(2), 219-232.
  • Mogultay, U. (2006), Making Performance Pay More Successful in Public Sector, <http://www.mfa. gov.tr/making-performancepay-more-successful-in-public-sector.tr.mfa>, 05.08.2017.
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  • OECD (2005), Performance Related Pay for Government Employees, France: OECD Publications.
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  • Ratto, M., Tominey, E. & T. Vergé (2012), Team Structure and the Effectiveness of Collective Performance Pay, IZA Discussion Paper, No.6747, <http://ftp.iza.org/dp6747.pdf>, 05.04.2018.
  • Rutgers University Human Resources (2017), Pay-for-Performance Program (P4P) Overview, <https://uhr.rutgers.edu/pay-performance-program-p4p-overview>, 08.04.2018.
  • Rynes, S. L., Gerhart, B. & K. A. Minette (2004), “The Importance of Pay in Employee Motivation: Discrepancies Between What People Say and What They Do”, Human Resources Management, 43(4), 381-394.
  • Sadullah, Ö. (2013), “İnsan Kaynakları Yönetimine Giriş: İnsan Kaynakları Yönetiminin Tanımı, Önemi ve Çevresel Faktörler”, in C. Uyargil (ed.), İnsan Kaynakları Yönetimi, İstanbul: Beta Yayınları, 1-47.
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  • Spiegelaerea, S., Gyesb, G. & G. Hootegem (2016), “Innovative Work Behaviour and Performance-Related Pay: Rewarding the Individual or the Collective?”, The International Journal of Human Resource Management, 1-20.
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An Example of Performance-Related Pay: Academic Incentive Application and Views of Academicians Working at Public Universities about Application

Year 2019, , 277 - 298, 31.01.2019
https://doi.org/10.18069/firatsbed.538698

Abstract

Performance-related pay methods are
recently observed in public services while they have been widely used in the
private sector for many years. Accordingly performance-related pay have become
more emphasized subject in Turkey in the direction of seeking efficiency
through performance measurement and audit in the public sector. It can be said
that Academic
Incentive Application which introduced in 2015 and has been continued today
with some changes is also a result of these seeking. The research was conducted
in order to determine views of academics working in public universities about
incentive application and
differences for views according to certain factors. In research, it
has been determined that most of the academics want the incentive application
to be continued by making some changes and tried to present what are the
desired changes.

References

  • Acar, A.C. (2007), İşletmelerde Ücret Yapısının Oluşturulması ve Bir Uygulama, İstanbul: Literatür Yayınları.
  • Armstrong, M. (2009), Armstrong's Handbook of Human Resource Management Practice, London: Kogan Page.
  • Ateş, H. & H. Kırılmaz (2015), “Sağlık Personelinin Performans Yönetimine İlişkin Görüşleri Üzerinde Kişisel Faktörlerin Etkileri”, Amme İdaresi Dergisi, 48(4), 97-128.
  • Becker, W. E. (1999), “Turning Merit Scores into Salaries”, The Journal of Economic Education, 30(4), 420-426.
  • Berman, E. M., Bowman, J. S., West,J. P. & M. R. Van Wart (2012), Human Resource Management in Public Service: Paradoxes, Processes, and Problems. California: Sage Publication.
  • Bila, F. (2011), Tıp Fakültelerinde Performans, <http://www.milliyet.com.tr/yazarlar/fikret-bila/tip-fakultelerinde-performans-1348436/>, 08.03.2018.
  • Bilgin, K. U. (2008), “Kamu Performans Yönetimi: Vali ve Kaymakamlar Performans Ölçümü Araştırması”, Amme İdaresi Dergisi, 41(2), 9-80.
  • Bingöl, D. (2006), İnsan Kaynakları Yönetimi, İstanbul: Arıkan Yayıncılık.
  • Borman, W. C. & S. Motowidlo (1997), “Task Performance and Contextual Performance: The Meaning for Personel Selection Research”, Human Performance, 10(2), 99- 109.
  • California State University. (2013). Administrative Manual: Performance Appraisal, <https://asicalstatela.org/sites/default/files/content/attachments/2015/11/policy-106-personnel-performance-appraisal-policy-106-11.5.15.pdf>, 08.03.2018.
  • Campbel, A., Lindsay, D. H., Garner, D. E. & K. B. Tan (2010), “The Impact of Merit Pay on Research out Comes for Accounting Professors”. Contemporary Issues in Education Research, 3(4), 55-62.
  • Cashin, W. E. (1996), Developing an Effective Faculty Evaluation System, <https://files.eric.ed.gov/ fulltext/ed395536.pdf>, 11.09.2017.
  • Ceylan, Z. (2009), “Performansa Dayalı Ücretlendirme Modelleri ve Türkiye Açısından Bir Değerlendirme”, Sayıştay Dergisi, 74, 45-72.
  • Chien, M. S., Lawler, J. S. & J. F. Uen (2010), “Performance-Based Pay, Procedural Justice and Job Performance for R&D Professionals: Evidence from The Taiwanese High-Tech Sector”, The International Journal of Human Resource Management, 21(12), 2234-2248.
  • Christensen, F., Manley, J. & L. Laurence (2011), “The Allocation of Merit Pay in Academia: A Case Study”, Economics Bulletin, 31(2), 1548-1562.
  • Conroy, S. A. & N. Gupta (2016), “Team Pay-For-Performance: The Devil is in the Details”, Group & Organization Management, 41(1), 32–65.
  • Daley, D. M. (1992), Performance Appraisal in the Public Sector: Techniques and Applications, California: ABC-CLIO.
  • Davidovitcha, N., Soen, D. & Z. Sinuani-Sternd (2011), “Performance Measures of Academic Faculty – A Case Study”. Journal of Further and Higher Education, 35(3), 355– 373.
  • Deci, E. L. (1972), “The Effects of Contingent and Noncontingent Rewards and Controls on Intrinsic Motivation”, Organizational Behavior and Human Performance, 8(2), 217-229.
  • Diane Publishing Company (1994), Pay for Performance: State and International Public Sector Pay-for-Performance Systems, USA: DIANE Publishing.
  • Dixit, A. (2002), “Incentives and Organization in the Public Sector: An Interpretative Review”, Journal of Human Resources,37(4), 696-727.
  • Dixon, M. (2010), Performance-Related Pay and The Importance of Recognition. HR Magazine, <http://www.hrmagazine.co.uk/article-details/performance-related-pay-and-the-importance-of-recognition>, 05.03.2018.
  • Dowling, B. & R. Richardson (1997), “Evaluating Performance-Related Pay for Managers in the National Health Service”, The International Journal of Human Resource Management, 8(3), 348-366.
  • Ehnert, I., Harry, W. & K. J. Zink (2013), Sustainability and Human Resource Management, Developing Sustainable Business Organizations, Berlin: Springer Science & Business Media.
  • Eraslan, M. T. & A. Tozlu (2011), “Kamu Yönetiminde Performansa Dayalı Ücret Sistemi”, Sayıştay Dergisi, 81, 33-61.
  • Eren, V. & U. Durna (2007), “Kamu Sektöründe Performansın Anlaşılması ve Geliştirilmesi”, Amme İdaresi Dergisi, 40(1), 107-134.
  • Eurofound (2015), Third European Company Survey – Overview Report: Workplace Practices – Patterns, Performance and Well-Being. Luxembourg: Publications Office Of The EU.
  • Gerhart, B. & M. Fang (2014), “Pay for (Individual) Performance: Issues, Claims, Evidence and The Role of Sorting Effects”, Human Resource Management Review, 24, 41–52.
  • Glassman, M., Glassman, A., Champagne, P. J. & M. T. Zugelder (2010), “Evaluating Pay-for-Performance Systems: Critical Issues for Implementation”, Compensation & Benefits Review, 42(4), 231-238.
  • Gomez-Mejia, L. R., Balkin, D. B. & R. L. Cardy (2010), Managing Human Resources, London: Pearson.
  • Griffin, M., Neal, A. & M. Neale (2000), “The Contribution of Task Performance and Contextual Performance to Effectiveness: Investigating the Role of Situational Constraints”, Applied Psychology, 49(3), 517-533.
  • Isaac, J. E. (2001), “Performance Related Pay: The Importance of Fairness”, The Journal of Industrial Relations, 43(2), 111–123.
  • Ivancevich, J. M. (2010), Human Resources Management, New York: Mcgraw Hill.
  • Koç, D. (2011), “OECD Ülkelerinde Performansa Dayalı Ücretlendirme Modelleri ve Türk Kamu Yönetiminde Performans Değerlendirmeye İlişkin Gelişmeler”, Anahtar Dergisi, 23(276), 28-31.
  • Kong, X. (2000), A Study of Merit Pay as a Motivator of Faculty Performance at a Public University, Dissertation Degree of Doctor Education, USA: University Of Northern Colorado.
  • Lee, H. J., Iijimab, Y. & C. Reade (2011), “Employee Preference for Performance-Related Pay: Predictors and Consequences for Organizational Citizenship Behaviour in a Japanese Firm”, The International Journal of Human Resource Management, 22(10), 2086–2109.
  • Madhani, P. M. (2011), “Reallocating Fixed and Variable Pay in Sales Organizations: A Sales Carry over Perspective”, Compensation and Benefits Review, 43(6), 346-360.
  • Magnusen, K. O. (1987), “Faculty Evaluation, Performance, and Pay: Application and Issues”, The Journal of Higher Education, 58(5), 516-529.
  • Mccrea, E. & M. Deyrup (2016), The Devil is in the Details: A Review of Merit Pay in Higher Education, <http://eaom.org/2016/modules/request.php? module=oc_proceedings&action=view.php&id=159&type=1&a=accept>, 11.05.2018.
  • Mcnabb, R. & K. Whitfield (2007), “The Impact of Varying Types of Performance-Related Pay and Employee Participation on Earnings”, The International of Human Resource Management, 18(6), 1004–1025.
  • Mert, İ. S. (2013), “Kamudaki Yöneticilerin Değerlendirilmesinde Performans ve Potansiyel Arasındaki İlişkinin Belirlenmesi”, Amme İdaresi Dergisi, 46(2), 1-24.
  • Milkovich, G. T., Newman, J. M. & B. Gerhart (2010), Compensation, New York: Mcgrawhill.
  • Miller, R. I. (1988), “Merit Pay in United States Post Secondary Institutions”, Higher Education, 17(2), 219-232.
  • Mogultay, U. (2006), Making Performance Pay More Successful in Public Sector, <http://www.mfa. gov.tr/making-performancepay-more-successful-in-public-sector.tr.mfa>, 05.08.2017.
  • Murnane, R. & D. Cohen (1986), “Merit Pay and The Evaluation Problem: Why Most Merit Pay Plans Fail and A Few Survive”, Harvard Educational Review, 56(1), 1-18.
  • OECD (2005), Performance Related Pay for Government Employees, France: OECD Publications.
  • Packwood, Erin C. (2008), “Using Variable Pay Programs to Support Organization Goals”, in L.A. Berger & D.R. Berger (ed.), The Compensation Handbook. New York: Mcgrawhill, 215-226.
  • Ratto, M., Tominey, E. & T. Vergé (2012), Team Structure and the Effectiveness of Collective Performance Pay, IZA Discussion Paper, No.6747, <http://ftp.iza.org/dp6747.pdf>, 05.04.2018.
  • Rutgers University Human Resources (2017), Pay-for-Performance Program (P4P) Overview, <https://uhr.rutgers.edu/pay-performance-program-p4p-overview>, 08.04.2018.
  • Rynes, S. L., Gerhart, B. & K. A. Minette (2004), “The Importance of Pay in Employee Motivation: Discrepancies Between What People Say and What They Do”, Human Resources Management, 43(4), 381-394.
  • Sadullah, Ö. (2013), “İnsan Kaynakları Yönetimine Giriş: İnsan Kaynakları Yönetiminin Tanımı, Önemi ve Çevresel Faktörler”, in C. Uyargil (ed.), İnsan Kaynakları Yönetimi, İstanbul: Beta Yayınları, 1-47.
  • Sampson, J. P., Driscoll, M. P., Foulk, D. F. & P. S. Carroll (2010), Successful Faculty Performance in Teaching, Research and Original Creative Work, and Service, <http://fda.fsu.edu/sites/g/files/ imported/storage/original/application/c031a61b34e2d87ef142b20b3225c024.pdf>, 11.04.2018.
  • Schulz, E. R. & D. M. Tanguay (2006), “Merit Pay in a Public Higher Education Institution: Questions of Impact and Attitudes”, Public Personnel Management, 35(1), 71-88.
  • Solmon, L. & M. Podgursky (2001), The Pros and Cons of Performance-Based Compensation, California: Milken Family Foundation.
  • Sonnentag, S., Volmer, J. & A. Spychala (2010), Job Performance, California: Sage Publication.
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There are 76 citations in total.

Details

Primary Language Turkish
Journal Section Issue
Authors

Rıza Demir

Publication Date January 31, 2019
Submission Date October 11, 2018
Published in Issue Year 2019

Cite

APA Demir, R. (2019). BİR PERFORMANSLA İLİŞKİLİ ÜCRETLENDİRME ÖRNEĞİ: AKADEMİK TEŞVİK UYGULAMASI VE KAMU ÜNİVERSİTELERİNDE ÇALIŞAN AKADEMİSYENLERİN UYGULAMAYA YÖNELİK GÖRÜŞLERİ. Firat University Journal of Social Sciences, 29(1), 277-298. https://doi.org/10.18069/firatsbed.538698