How Do Scientists Respond to Performance-Based Incentives? Evidence From South Korea

Although a growing number of universities worldwide have adopted performance-based incentive systems to improve their ranking and reputation, empirical evidence of the effectiveness of such incentives is limited. By analyzing data on over 1,000 scientists in a Korean university over a nine-year period, the present study suggests that performance-based incentive systems may work effectively in academia. As the university increased its financial rewards for publication quantity and quality, both the number of publications and the average impact factor of the target journal improved. However, raising the minimum publication requirements for promotion increased publication quantity but reduced publication quality. To avoid unintended responses, such as replacing publication quantity for quality, any performance-related pay structure must therefore be carefully designed to reflect multiple organizational goals.