This research was based on 114 questionnaires (53% return) from managers covered by a PRP scheme in six National Health Service (NHS) trusts, together with structured interviews with Senior Management. Managers’ views were obtained through a 30 question, five-point Likert scale covering questions in the areas of motivation, system of PM and effects on personal relationships.

It was found that more managers agreed that the scheme motivated them than disagreed with the statement, although it was not considered that they worked harder or that that it allowed them to be given credit and recognition that they deserved, or that it was the financial rewards that drove them on. Overall, it was the process of objective setting, in which most of them took part, the regular discussion of their performance, the challenging but fair nature of the objectives and the way that the scheme allowed them a certain freedom to achieve their objectives that influenced their positive view on the scheme. Not all agreed with the total fairness of the judgements made, most agreeing that the process was inevitably subjective. Concerning the allocation of pay rewards, there was understanding of the context in which they worked. As one respondent stated:

‘I cannot see how PRP can possibly be applied fairly in a cash limited environment like the NHS. If all the assessments … were to add up to a figure that a Trust could not afford, what then? We all fall back into old habits … And limit pay increases to a flat 1.5% with all the pain, cynicism and loss of credibility that would surely follow.’ (p. 356)