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dc.contributor.authorAlbright, Thomas L.
dc.contributor.authorBurgess, Christopher M.
dc.date.accessioned2014-03-24T17:33:43Z
dc.date.available2014-03-24T17:33:43Z
dc.date.issued2013
dc.identifier.citationThe Journal of Corporate Accounting & Finance / September/October 2013, Wiley Periodicals, Inc.
dc.identifier.urihttp://hdl.handle.net/10945/39551
dc.descriptionThe article of record as published may be located at http://dx.doi.org/10.1002/jcaf.21893en_US
dc.description.abstractThe balanced scorecard captures strategically relevant performance measures used as part of a performance evaluation system. These systems often include financial and nonfinancial rewards intended to motivate employees to take actions aligned with corporate strategy. Yet recent literature finds that rewards can have the opposite of intended effects. We consider the best practices of high-performing banking employees in the context of a balanced scorecard system that provides financial and nonfinancial rewards for performance. Further, we consider the strategic, contextual environment in which these institutions compete.en_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.titleBest Practices of High-Performing Employees: Rewards and Performance in a Balanced Scorecard Environmenten_US
dc.typeArticleen_US
dc.contributor.departmentGraduate School of Business & Public Policy (GSBPP)


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