Abstract
Performance-related pay (PRP) is being introduced for schoolteachers in England and Wales at a time when policy makers are concerned with the ‘mission to modernise’ and the requirement for ‘change’ to take place in the public sector (Cabinet Office 1999: 4). In a number of recent government publications, public sector pay has been heralded as an important mechanism that will ensure public services are ‘efficient’ and of ‘high quality’. Kessler and Purcell (1992) examine the managerial objectives underlying the current application of PRP in organizations and provide a useful framework to explore and evaluate PRP systems. Their framework has been adopted to consider the implications of implementing PRP for teachers.
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