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Consent and Control in the Authoritarian WorkplaceRussia and China Compared$
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Martin Krzywdzinski

Print publication date: 2018

Print ISBN-13: 9780198806486

Published to Oxford Scholarship Online: March 2018

DOI: 10.1093/oso/9780198806486.001.0001

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Incentive Systems

Incentive Systems

Chapter:
(p.129) 5 Incentive Systems
Source:
Consent and Control in the Authoritarian Workplace
Author(s):

Martin Krzywdzinski

Publisher:
Oxford University Press
DOI:10.1093/oso/9780198806486.003.0005

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 considerable differences between Russian and Chinese sites. The most notable difference concerns the use of performance appraisals. The Russian plants are characterized by a punishment culture that undermines the motivational effects of the incentive systems.

Keywords:   consent, Russia, China, incentive systems, pay systems, performance reviews, effort norms, motivation, competition

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