While performance-related pay (PRP) has been implemented in most OECD countries over the past four decades, its effectiveness is still up for debate. What is under-investigated in the previous literature is under what conditions the public sector can effectively implement an optimal design of a PRP system. This study investigates how the target of PRP, the design of performance pay, and organizational context affect the effectiveness of PRP. The findings indicate that PRP has a positive association with organizational performance but the aspects of performance it affects differ depending on to whom it is implemented and how PRP is designed. This study also finds that the positive effect of PRP for top executives is attenuated if organizational outcomes are not easily observable. This article suggests that public managers should pay careful attention to employee characteristics, pay design, and organizational contexts for the successful implementation of PRP in the public sector.

尽管与绩效挂钩的薪酬（PRP）在过去的四十年中已在大多数经合组织国家实施，但其有效性仍存在争议。先前文献中未充分研究的是在什么条件下公共部门可以有效地实施PRP系统的优化设计。这项研究调查了PRP的目标，绩效薪酬的设计和组织环境如何影响PRP的有效性。研究结果表明，PRP与组织绩效之间存在正相关关系，但它影响的绩效方面取决于实施对象和设计方式。这项研究还发现，如果不容易观察到组织成果，PRP对高层管理人员的积极作用就会减弱。