Does contingent pay encourage positive employee attitudes and intensify work?

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
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:	http://onlinelibrary.wiley.com/doi/10.11...
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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