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 The Move To Performance Pay
"We now pay workers not for output produced, nor even for labour input provided, but simply for time spent on the job."(Alan S. Blinder ed. Paying For Productivity).
Traditionally wages and pay have been determined through government regulation, minimum wage determination, negotiation with unions, decisions of arbitration or labour courts in some countries, and the individual contract of employment. The factors or criteria which have influenced pay and pay increases include profit (but generally unrelated to individual or group performance), job evaluation, seniority, cost of living, manpower shortage or surplus, the negotiating strength of the parties and skills. Performance
measures such as productivity or profit related to the performance of a group have been of less importance in determining pay increases. Though skills have been reflected in pay differentials, pay systems have been seldom geared to the encouragement of skills acquisition and application. Industrialized countries have built their competitive advantage not around low wages, but around clusters of competitive industries in which high earnings and standards of living have been sustained through improved technology, productivity and quality. Many countries now recognize that high technology, productivity and low earnings cannot be combined and sustained over a period of time. As such, many employers arenow seeking to sustain their competitiveness through pay increases which are morerelated to performance as a way of absorbing increased labour costs, while at the same time rewarding and motivating employees. Japan, Singapore and Korea, for example,have succeeded in moving to high value-added and technology-based or service activities partly because they had invested in skills development and accepted the fact that higher earnings are an essential strategy for entry into the knowledge-based industries of the future. Increases in real earnings have been made possible because investment in education and skills contributed to productivity enhancement which, in turn, created the capacity to absorb higher earnings. In the 1980s Singapore made a deliberate shift to a high wage economy in order to encourage entry into high value-added activities.

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