Does contingent pay encourage positive employee attitudes and intensify work?

Ogbonnaya, Chidiebere, Daniels, Kevin and Nielsen, Karina (2017) Does contingent pay encourage positive employee attitudes and intensify work? Human Resource Management Journal, 27 (1). 94–112. ISSN 0954-5395

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    Abstract

    This paper explores the relationships between three dimensions of contingent pay – performance-related pay, profit-related pay and employee share-ownership – and positive employee attitudes (job satisfaction, employee commitment, and trust in management). The paper also examines a conflicting argument that contingent pay may intensify work and this can detract from its positive impact on employee attitudes. Of the three contingent pay dimensions, only performance-related pay had direct positive relationships with all three employee attitudes. Profit-related pay and employee share-ownership had a mix of negative and no significant direct relationships with employee attitudes, but profit-related pay showed U-shaped curvilinear relationships with all three employee attitudes. The results also indicated that performance-related pay is associated with work intensification, and this offsetssome of its positive impact on employee attitudes.

    Item Type: Article
    Uncontrolled Keywords: contingent pay,job satisfaction,commitment,trust in management,work intensification
    Faculty \ School: Faculty of Social Sciences > Norwich Business School
    Related URLs:
    Depositing User: Pure Connector
    Date Deposited: 17 Jan 2017 00:07
    Last Modified: 09 Apr 2019 11:37
    URI: https://ueaeprints.uea.ac.uk/id/eprint/62108
    DOI: 10.1111/1748-8583.12130

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