ABSTRACT
The aim of most organizations is to achieve high-quality outputs
to standards which are acceptable to customers and with ideally
low costs of production. There is assumed to be a link between
productivity, individual and team performance and reward. Yet
some of the main proponents of the link between performance
and reward are now thinking again. Unilever, a consumer goods
multinational employing 300,000 people in more than 60 coun-
tries, has been an exponent of performance-related pay for
almost three decades. But since a board review in 1994, the com-
pany has rethought its practice in the context of corporate
restructuring and will continue to do so for the foreseeable future
(Ashton, 1999).
