299
Views
3
CrossRef citations to date
0
Altmetric
Articles

Stewards in an “Odd” Kingdom: Performance and Remuneration of the Boards of Directors of NHS Foundation Trusts

Pages 770-797 | Received 05 May 2017, Accepted 15 Jun 2018, Published online: 04 Oct 2018

REFERENCES

  • Anderfuhren-Biget, S., F. Varone, D. Giauque, and A. Ritz. 2010. “Motivating Employees of the Public Sector: Does Public Service Motivation Matter?” International Public Management Journal 13(3):213–46.
  • Bajorek, Z. M., and S. M. Bevan. 2015. “Performance-Related-Pay in the UK Public Sector. A Review of the Recent Evidence on Effectiveness and Value for Money.” Journal of Organizational Effectiveness: People and Performance 2(2):94–109.
  • Ballantine, J., J. Forker, and M. Greenwood. 2008. “The Governance of CEO Incentives in English NHS Hospital Trusts.” Financial Accountability & Management 24(4):385–410.
  • Ballou, J. P., and B. A. Weisbrod. 2003. “Managerial Rewards and the Behavior of For-Profit, Governmental, and Nonprofit Organizations: Evidence from the Hospital Industry.” Journal of Public Economics 87(9-10):1895–920.
  • Bellé, N. 2015. “Performance-Related Pay and the Crowding out of Motivation in the Public Sector: A Randomized Field Experiment.” Public Administration Review 75(2):230–41.
  • Bevan, G. 2010. “Performance Measurement of ‘Knights’ and ‘Knaves’: Differences in Approaches and Impacts in British Countries after Devolution.” Journal of Comparative Policy Analysis: Research and Practice 12(1–2):33–56.
  • Boyd, B. K., K. T. Haynes, and F. Zona. 2011. “Dimensions of CEO–Board Relations.” Journal of Management Studies 48(8):1892–923.
  • Bozeman, B., and X. Su. 2015. “Public Service Motivation Concepts and Theory: A Critique.” Public Administration Review 75(5):700–10.
  • Bregn, K. 2013. “Detrimental Effects of Performance-Related Pay in the Public Sector? On the Need for a Broader Theoretical Perspective.” Public Organization Review 13(1):21–35.
  • Brewer, G. A., and R. M. Walker. 2013. “Personnel Constraints in Public Organizations: The Impact of Reward and Punishment on Organizational Performance.” Public Administration Review 73(1):121–31.
  • Caers, R., C. Du Bois, M. Jegers, S. De Gieter, C. Schepers, and R. Pepermans. 2006. “Principal-Agent Relationships on the Stewardship-Agency Axis.” Nonprofit Management and Leadership 17(1):25–47.
  • Cardinaels, E. 2009. “Governance in Non-for-Profit Hospitals: Effects of Board Members’ Remuneration and Expertise on CEO Compensation.” Health Policy 93(1):64–75.
  • Carlin, T., and J. Guthrie. 2001. “The New Business of Government Budgeting: Reporting Non-Financial Performance Information in Victoria.” Australian Accounting Review 11(25):17.
  • Carmines, E., and R. Zeller. 1979. “Reliability and Validity Assessment”. In Sage University Paper Series on Quantitative Applications in the Social Sciences 07-017. Beverly Hills, CA: Sage.
  • Carpenter, J., D. Doverspike, and R. F. Miguel. 2012. “Public Service Motivation as a Predictor of Attraction to the Public Sector.” Journal of Vocational Behavior 80 (2):509–23.
  • Chin, W. W., and P. A. Todd. 1995. “Issues and Opinions on Structural Equation Modeling.” MIS Quarterly 19(2):237–46.
  • Choi, S., and A. B. Whitford. 2017. “Employee Satisfaction in Agencies with Merit-Based Pay: Differential Effects for Three Measures.” International Public Management Journal 20(3):442–66.
  • Cockburn, B. 2012. Report on Locality Pay for NHS Very Senior Managers 2012 (Report No. 80). London, UK: Office of Manpower Economics.
  • Condrey, S. E., R. L. Facer, II, and J. J. Llorens. 2012. “Getting It Right: How and Why We Should Compare Federal and Private Sector Compensation.” Public Administration Review 72(6):784–5.
  • Christensen, R. K., L. Paarlberg, and J. L. Perry. 2017. “Public Service Motivation Research: Lessons for Practice.” Public Administration Review 77(4):529–42.
  • CRH. 2013. Annual Report and Accounts 2012/13. Chesterfield, UK: Chesterfield Royal Hospital.
  • Davis, J. H., F. D. Schoorman, and L. Donaldson. 1997. “Toward a Stewardship Theory of Management.” Academy of Management Review 22(1):20–47.
  • Dixit, A. 2002. “Incentives and Organizations in the Public Sector: An Interpretative Review.” The Journal of Human Resources 37(4):696–727.
  • DoH. 2010. Equity and Excellence: Liberating the NHS (Cm 7881). London, UK: Department of Health.
  • DoH. 2012. A Simple Guide to Payment by Results. Leeds, UK: Department of Health.
  • Ducharme, M. J., P. Singh, and M. Podolsky. 2005. “Exploring the Links between Performance Appraissals and Pay Satisfaction.” Compensation and.” Benefits Review 37(5):46–52.
  • Eijkenaar, F., M. Emmert, M. Scheppach, and O. Schöffski. 2013. “Effects of Pay for Performance in Health Care: A Systematic Review of Systematic Reviews.” Health Policy 110(2-3):115–30.
  • Eldenburg, L., and R. Krishnan. 2003. “Public versus Private Governance: A Study of Incentives and Operational Performance.” Journal of Accounting and Economics 35(3):377–404.
  • Ellwood, S., and J. García-Lacalle. 2015. “The Influence of Presence and Position of Women on the Boards of Directors: The Case of NHS Foundation Trusts.” Journal of Business Ethics 130(1):69–84.
  • Ellwood, S., and J. García-Lacalle. 2016. “Examining Audit Committees in the Corporate Governance of Public Bodies.” Public Management Review 18(8):1138–62.
  • Fleetcroft, R., N. Steel, R. Cookson, S. Walker, and A. Howe. 2012. “Incentive Payments Are Not Related to Expected Health Gain in the Pay for Performance Scheme for UK Primary Care: cross-Sectional Analysis.” BMC Health Services Research 12(1):94.
  • Fornell, C., and D. Larcker. 1981. “Evaluating Structural Equation Models with Unobservable Variables and Measurement Error.” Journal of Marketing Research 18(1):39–50.
  • French, P. E., and M. C. Emerson. 2014. “Assessing the Variations in Reward Preference for Local Government Employees in Terms of Position, Public Service Motivation, and Public Sector Motivation.” Public Performance & Management Review 37(4):552–76.
  • Frey, B. S., F. Homberg, and M. Osterloh. 2013. “Organizational Control Systems and Pay-for-Performance in the Public Service.” Organization Studies 34(7):949–72.
  • FPH. 2013. Annual Report and Accounts 2012-2013.Camberley, UK: Frimley Park Hospital.
  • Georgellis, Y., E. Iossa, and V. Tabvuma. 2011. “Crowding out Intrinsic Motivation in the Public Sector.” Journal of Public Administration Research and Theory 21(3):473–93.
  • Gillam, S. J., A. N. Siriwardena, and N. Steel. 2012. “Pay-for-Performance in the United Kingdom: Impact of the Quality and Outcomes Framework—A Systematic Review.” Annals of Family Medicine 10(5):461–8.
  • Hair, J. F., M. Sarstedt, C. M. Ringle, and J. A. Mena. 2012. “An Assessment of the Use of Partial Least Squares Structural Equation Modelling in Marketing Research.” Journal of the Academy of Marketing Science 40(3):414–33.
  • Jobome, G. O. 2006. “Management Pay, Governance and Performance: The Case of Large UK Nonprofits.” Financial Accountability & Management 22(4):331–58.
  • Kim, J. 2010. “Strategic Human Resource Practices: Introducing Alternatives for Organizational Performance Improvement in the Public Sector.” Public Administration Review 70(1):38–49.
  • Kjeldsen, A. M. 2012. “Dynamics of Public Service Motivation: Attraction and Socialization Effects in the Production and Regulation of Social Services.” Paper Presented at the 16th Annual Conference of the International Research Society for Public Management, April 11–3, Rome, Italy.
  • Langbein, L. 2010. “Economics, Public Service Motivation, and Pay for Performance: Complements or Substitutes?” International Public Management Journal 13(1):9–23.
  • Le Grand, J. 2010. “Knights and Knaves Return: Public Service Motivation and the Delivery of Public Services.” International Public Management Journal 13(1):56–71.
  • Lee, Y.-J., and V. M. Wilkins. 2011. “More Similarities or More Differences? Comparing Public and Nonprofit Managers’ Job Motivations.” Public Administration Review 71(1):45–56.
  • Lewis, D. E. 2010. “Measurement and Public Service Motivation: New Insights, Old Questions.” International Public Management Journal 13(1):46–55.
  • Lord Hutton Report 2011. Hutton Review of Fair Pay in the Public Sector: Final Report. London, UK: Information Policy Team.
  • Mannion, R., and H. T. O. Davies. 2008. “Payment for Performance in Health Care.” BMJ (Clinical Research Ed.) 336(7639):306–8.
  • Marsden, D. 2004. “The Role of Performance-Related Pay in Renegotiating the ‘Effort Bargain’: the Case of the British Public Service.” Industrial and Labor Relations Review 57(3):350–70.
  • Markovits, Y., A. J. Davis, D. Fay, and R. van Dick. 2010. “The Link between Job Satisfaction and Organizational Commitment: Differences between Public and Private Sector Employees.” International Public Management Journal 13(2):177–96.
  • Monitor. 2010. The NHS Foundation Trust Code of Governance. London, UK: Monitor.
  • Monitor. 2012. Compliance Framework 2012/13. London, UK: Monitor.
  • Monitor. 2013a. NHS Foundation Trusts: consolidated Accounts 2012/13. London, UK: Monitor.
  • Monitor. 2013b. NHS Foundation Trust Annual Reporting Manual for 2012/13. London, UK: Monitor.
  • Moynihan, D. P. 2013. “Does Public Service Motivation Lead to Budget Maximization? Evidence from an Experiment.” International Public Management Journal 16(2):179–96.
  • NEL. 2013. Annual Report and Accounts 2012/13. Ilford, UK: North East London NHS Foundation Trust.
  • Newton, A. N. 2015. “Executive Compensation, Organizational Performance, and Governance Quality in the Absence of Owners.” Journal of Corporate Finance 30:195–222.
  • NTH. 2013. Annual Report and Accounts 2012-2013. Stockton, UK: North Tees and Hartlepool NHS Foundation Trust.
  • Nunnally, J. C. 1978. Psychometric Theory. New York, NY: McGraw Hill.
  • Ogundeji, Y. K., J. M. Bland, and T. A. Sheldon. 2016. “The Effectiveness of Payment for Performance in Health Care: A Meta-Analysis and Exploration of Variation in Outcomes.” Health Policy (Amsterdam, Netherlands) 120(10):1141–50.
  • Perry, J. L., T. A. Engbers, and S. Y. 2009. “Back to the Future? Performance-Related Pay, Empirical Research, and the Perils of Persistence.” Public Administration Review 69(1):39–51.
  • Perry, J. L., and L. R. Wise. 1990. “The Motivational Bases of Public Service.” Public Administration Review 50(3):367–73.
  • Preyra, C., and G. Pink. 2001. “Balancing Incentives in the Compensation Contracts of Nonprofit Hospital CEOs.” Journal of Health Economics 20(4):509–25.
  • Ritz, A., G. A. Brewer, and O. Neumann. 2016. “Public Service Motivation: A Systematic Literature Review and Outlook.” Public Administration Review 76(3):414–26.
  • Roldán, J., and M. Sánchez-Franco. 2012. “Variance-based structural equation modeling: guidelines for using Partial Least Squares in information systems research.” Pp. 193–221 in Research Methodologies, Innovations and Philosophies in Software Systems Engineering and Information Systems, edited by Manuel Mora, Ovsei Gelman, Annette L. Steenkamp and Mahesh Raisinghani. Hershey, PA: IGI Global.
  • Ryan, A. M., J. Blustein, and L. P. Casalino. 2012. “Medicare’s Flagship Test of Pay-for-Performance Did Not Spur More Rapid Quality Improvement among Low-Performing Hospitals.” Health Affairs 31(4):797–805.
  • Serrano-Cinca, C.,. Y. Fuertes-Callén, and B. Gutiérrez-Nieto. 2007. “Online Reporting by Banks: A Structural Modelling Approach.” Online Information Review 31(3):310–32.
  • Suff, P., P. Reilly, and A. Cox. 2007. Paying for Performance New Trends in Performance-Related Pay. Brighton, UK: Institute for Employment Studies.
  • Van Herck, P., D. De Smedt, L. Annemans, R. Remmen, M. B. Rosenthal, and W. Sermeus. 2010. “Systematic Review: Effects, Design Choices, and Context of Pay-for-Performance in Health Care.” BMC Health Services Research 10(1):247–60.
  • Waeraas, A., and H. Byrkjeflot. 2012. “Public Sector Organizations and Reputation Management: Five Problems.” International Public Management Journal 15(2):186–206.
  • Weibel, A., K. Rost, and M. Osterloh. 2010. “Pay for Performance in the Public Sector—Benefits and (Hidden) Costs.” Journal of Public Administration Research and Theory 20(2):387–412.
  • Wright, B. E., and R. K. Christensen. 2010. “Public Service Motivation: A Test of the Job Attraction–Selection–Attrition Model.” International Public Management Journal 13(2):155–76.
  • Wright, B. E., R. K. Christensen, and S. K. Pandey. 2013. “Measuring Public Service Motivation: Exploring the Equivalence of Existing Global Measures.” International Public Management Journal 16(2):197–223.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.