Performance contingent pay and autonomy: Implications for facilitating extra-role creativity
| Autor: | Steve Werner, Patrice Roussel, David B. Balkin |
|---|---|
| Přispěvatelé: | Leeds School of Business [Boulder], University of Colorado [Boulder], RH, Centre de Recherche en Management (CRM), Institut d'Administration des Entreprises - Toulouse (IAE)-Centre National de la Recherche Scientifique (CNRS)-Université Toulouse 1 Capitole (UT1), Université Fédérale Toulouse Midi-Pyrénées-Université Fédérale Toulouse Midi-Pyrénées-Institut d'Administration des Entreprises - Toulouse (IAE)-Centre National de la Recherche Scientifique (CNRS)-Université Toulouse 1 Capitole (UT1), Université Fédérale Toulouse Midi-Pyrénées-Université Fédérale Toulouse Midi-Pyrénées, University of Houston |
| Rok vydání: | 2015 |
| Předmět: |
Organizational Behavior and Human Resource Management media_common.quotation_subject Creativity Perceived autonomy Motivation crowding theory Job performance 8. Economic growth [SHS.GESTION]Humanities and Social Sciences/Business administration Psychology Social psychology Applied Psychology Self-determination theory Autonomy media_common |
| Zdroj: | Human Resource Management Review Human Resource Management Review, Elsevier, 2015, 25 (4), pp.384-395. ⟨10.1016/j.hrmr.2015.07.001⟩ www.elsevier.com/locate/humres |
| ISSN: | 1053-4822 |
| Popis: | International audience; This paper applies self-determination theory and motivation crowding theory to identify specific conditions where performance contingent pay for in-role job performance can be used while at the same time preserving or enhancing perceived autonomy to facilitate extra-role creativity. We formulate theoretical propositions that identify several factors that positively moderate the relationship between performance contingent pay and autonomy so that perceived autonomy is increased rather than decreased. The moderating factors are (1) ex-post basis of pay, (2) generalized performance outcomes, (3) employee choice over amount and timing of pay, and (4) low intensity pay. Finally, we offer theoretical contributions for scholars and implications for managers of pay systems |
| Databáze: | OpenAIRE |
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