Developing performance appraisal and payment determination processes in SAP - Case Kela

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Saarela, Elisa
dc.date.accessioned 2015-11-04T13:21:05Z
dc.date.available 2015-11-04T13:21:05Z
dc.date.issued 2015
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/18313
dc.description.abstract Objectives of the study: Research problem of this study is to find answers to the question of how performance appraisal and payment determination processes can be combined as a process and as an IT-tool in SAP. This study also introduces how case company Kela have performed this combination. In addition, this study gives further information regarding whether the benchmarked companies are combining appraisal and payment determination processes, and what are their experiences regarding the combination / non-combination, as well as how their IT-tools support these processes. Academic background and methodology: Earlier literature introduced in this study provides background information to the topic, including support and criticism regarding should payment be linked to performance. Methodology of this research is a case study. In addition, this research has also elements of Action Design Research (Sein et al.,2011). Qualitative empirical study includes benchmarking of four companies. Scope of the benchmark study is companies who are utilizing SAP in performance appraisal or who have experience in combining the performance appraisal and payment determination processes. Findings and conclusions: There exists both support and criticism regarding should payment be linked to performance. Psychological and economic theories supporting the linkage of performance and payment imply that combining payment and performance would enhance the individual employees' performance. According to critics, payment is not the main motivator for employees, but job satisfaction can be derived from eg. responsibility, recognition or optimal amount of challenges. It seems that no single truth is available to the questions whether pay should be linked to performance. In addition, it seems that linking pay to performance in public sector is more challenging than in private sector. Within the benchmarked companies, there exists more support for keeping payment and performance as separate process, including separate discussions. en
dc.format.extent 76
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.title Developing performance appraisal and payment determination processes in SAP - Case Kela en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Business en
dc.contributor.department Tieto- ja palvelutalouden laitos fi
dc.contributor.department Department of Information and Service Economy en
dc.subject.keyword performance appraisal
dc.subject.keyword payment system
dc.subject.keyword payment discussion
dc.subject.keyword payment determination
dc.subject.keyword e-HRM
dc.subject.keyword SAP
dc.subject.keyword pay-for-performance
dc.subject.keyword HR
dc.subject.keyword HRM
dc.identifier.urn URN:NBN:fi:aalto-201511054884
dc.type.dcmitype text en
dc.programme.major Information Systems Science en
dc.programme.major Tietojärjestelmätiede fi
dc.type.ontasot Master's thesis en
dc.type.ontasot Pro gradu tutkielma fi
dc.subject.helecon tietojärjestelmät
dc.subject.helecon information systems
dc.subject.helecon henkilöstöhallinto
dc.subject.helecon personnel management
dc.subject.helecon palkka
dc.subject.helecon pay
dc.subject.helecon kannustaminen
dc.subject.helecon incentives
dc.subject.helecon keskustelu
dc.subject.helecon discussion
dc.subject.helecon prosessit
dc.subject.helecon processes
dc.subject.helecon ohjausjärjestelmät
dc.subject.helecon control systems
dc.ethesisid 13987
dc.date.dateaccepted 2015-02-09
dc.location P1 I


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