第一个挑战是，工作表现综合症与薪酬有关。当薪酬只依赖于特定的绩效指标时，员工就会忽略任务的基本要素，只关注特定的指标。第二个挑战是控制不足。这一挑战与通过员工控制所有影响绩效体系的因素的不足有关。另一个挑战是绩效测量的困难(Gupta & Shaw, 2014)。员工绩效的测量存在一定的问题，尤其是当存在与测量能力相关的奖励时。有一种薪酬哲学，在组织中非常著名。这一概念表明，高工资应给予较高的贡献者。基于绩效的薪酬方法存在一些挑战(Abowd, 2010)。这些是由不同的研究人员在几个不同的研究中确定的。以下是所阐述的挑战:薪酬不被视为激励的来源。为了确定基于绩效的薪酬效度作为激励员工和维持员工忠诚度的一种方法，已经进行了大量的研究。发现员工不为工资本身而工作或履行职责。
研究发现，在10个等级中，员工将工资作为他们考虑优先事项和因素的第5个等级(Barkema & Gomez-Mejia, 1998)。基于业绩的薪酬通常具有短期和暂时性的合规性。它进一步给人留下的印象是，问题在被掩盖的同时得到了解决。可以使用几种不同的技术来强迫工人完成工作，但动机不是其中之一，因为它要求工人完成一些工作活动。研究表明，在组织取消激励计划的情况下，生产率会下降(Bivens & Mishel, 2013)。然而，这种下降只是暂时的，因为业绩有时会有更大程度的提高。这与激励计划被证明有效的持续时间相比较。因此，人们认为促进这种改进的因素之一是积极的管理政策改变。
The first challenge is that the work performed syndrome is related to pay. When pay has a dependency on only specific indicators of performance, then what happens is that the employees ignore the essential elements of their task and focus only on the particular indicators. The second challenge is that there is control inadequacy. This challenge has a relation to control inadequacy through employees over all the factors that influence the performance systems. Another challenge is performance measurement difficulties (Gupta & Shaw, 2014). The employee performance is a little problematic for measuring, particularly when there is certain reward related with measurement ability. There is a philosophy of compensation which is quite famous within the context of organizations. This notion suggest that high pay should be given to the higher contributors. There are several challenges present to the approach of performance based pay (Abowd, 2010). These are identified by various researchers among several varied studies. Following are the challenged elaborated:Pay is not considered as a source of motivation.Large amount of research has been undertaken to ascertain the performance based pay validity as a method of motivation among the workers and maintenance of the loyalty. It is found that the employees do not work or perform for the pay itself.
It is found that workers have rated the pay as a factor at fifth rank on the scale of ten wherein their priorities and element are taken into consideration by them (Barkema & Gomez-Mejia, 1998). Performance based pay usually obtains a compliance that is of short term and temporary nature. It further leaves an impression of issues being resolved while they are just masked. Several different techniques can be utilized for coercing the workers to perform but motivation is not one of them as it requires to make the workers perform some work activity. It has been indicated by the research that in scenarios wherein the organizations removed the plan of incentives the productivity is recorded to decline (Bivens & Mishel, 2013). However, the decline is merely temporary as the performance then enhances at times to a greater extent. This happens in comparison to the duration when plan of incentives prove effective. Hence, it is considered that one of the contributing elements to the enhancement is positive management policy change.