Ogbonnaya, Chidiebere, Daniels, Kevin ORCID: https://orcid.org/0000-0002-8620-886X 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 |
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Uncontrolled Keywords: | contingent pay,job satisfaction,commitment,trust in management,work intensification |
Faculty \ School: | Faculty of Social Sciences > Norwich Business School |
UEA Research Groups: | Faculty of Social Sciences > Research Groups > Employment Systems and Institutions |
Related URLs: | |
Depositing User: | Pure Connector |
Date Deposited: | 17 Jan 2017 00:07 |
Last Modified: | 22 Oct 2022 01:46 |
URI: | https://ueaeprints.uea.ac.uk/id/eprint/62108 |
DOI: | 10.1111/1748-8583.12130 |
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