pay for


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Related to pay for: Pay for performance

pay for

1. Literally, to pay money for something that incurs a cost. You're going to have to pay for the vase that your son broke. We weren't having to pay for the water we used where we used to live, so we were shocked when our first water bill came in the mail after moving to this country.
2. To cover the expense of someone else. I'd rather that you don't pay for me—I think people on first dates should share the cost of the evening. We don't have the money to pay for every client who comes to us with a sob story.
3. To suffer as a punishment or atonement for some ill deed or wrongdoing. Mark my words—you'll pay for double-crossing us! The children are all paying for the crimes of their father.
See also: pay

pay for something

 
1. Lit. to pay out money for something. Did you pay for the magazine, or shall I? No, I'll pay for it.
2. Fig. to suffer punishment for something. The criminal will pay for his crimes. I don't like what you did to me, and I'm going to see that you pay for it. Max paid for his wicked ways.
See also: pay

pay for

1. Cover the expenses of, defray the cost of, as in I'll pay for your movie ticket, or This truck will pay for itself within a year. [Mid-1300s]
2. Atone for, suffer for, as in He may have looked like a good manager, but his successor will end up paying for his mistakes . [Late 1600s]
See also: pay

pay for

v.
1. To give some amount of money in return for something: I paid $12 for those gloves. Did you pay for our meal yet?
2. To bear a cost or penalty as a result of some action: You will pay for your laziness when you take your exams and do badly.
See also: pay
References in periodicals archive ?
One physician who has voiced unequivocal disdain for pay for performance is Santa Monica, Calif., thoracic and cardiovascular surgeon William G.
The court threw out Johnson's case, holding that the inmate's inability to pay for the medication necessary for him to breathe freely was not cruel and unusual punishment.
For example, the discussion of individual incentives in pay for performance plans neatly illustrates the gains from such incentives (such as increased productivity) and the drawbacks (such as divisive worker competition and unanticipated consequences of tightly defining rewarded behaviors), as established in research over the years.
But acceptance of pay for performance is often slow.
Insurers, living with declining interest rates, are in no position to dip into their reserves to pay for increased health care costs.
Add to these examples notorious cases of CEOs leaving after mergers with fat pay for stepping down.
For the company, another attractive feature is that the cash-balance plan is well-suited to the mobility of the modern work force, because it provides equal pay for equal service, regardless of the participant's age at hire.
After all, European lawsuit losers do not pay for the intangible or future harms their opponent may have suffered, such as emotional distress, professional disruption, and so forth.
Owners who do not receive rent payments can't in turn pay for essential building services such as fuel, water, real estate taxes or repairs.
In 2000, the IRS served Marino with a summons, as it had not received the requisite information, and began levy SUSA's accounts to pay for the liability.
When it comes to making big purchases, he suggests doing the same--open a savings account and put away money each month until enough has accumulated to pay for the item.
Under a grievance settlement agreement, the Cleveland Indians owed eight players back pay for wages due in 1986, and 14 players back pay for wages due in 1987.
An employee may also elect to have his or her earnings reduced to pay for tax-free benefits over and above the amount the employer is willing to contribute.
While implementing these rules of the road will help rehabilitate the integrity and credibility of CEO pay for performance, no set of rules will satisfactorily answer the frequent question, "How much is too much?" In this context, boards, compensation committees, and CEOs might draw moral inspiration from the striking decision made by Pepsi's Chairman and CEO, Roger Enrico.
Over the years, Congress has found it much easier to promise higher benefit levels than to enact a means to pay for them.