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Asia Pacific Journal of Management

Erschienen in:

01.03.2013

Group-based pay-for-performance plans and firm performance: The moderating role of empowerment practices

verfasst von: Hyondong Kim, Kyra L. Sutton, Yaping Gong

Erschienen in: Asia Pacific Journal of Management | Ausgabe 1/2013

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Abstract

As the popularity of group-based pay-for-performance plans persists, compensation researchers are exploring the conditions under which these plans contribute to the financial performance of firms. Based on a sample of 1,933 employees from 415 companies in South Korea, we found that group-based pay-for-performance plans enhance both objective and subjective measures of firm performance. Furthermore, consistent with the contingency perspective of fit, we found that empowerment practices positively moderate the relationship between group-based pay-for-performance plans and firm performance. These findings suggest that empowerment can enhance the effectiveness of such pay plans. We discuss implications for research and practice.

Vorheriger Artikel Employee perceptions of management relations as influences on job satisfaction and quit intentions

Nächster Artikel HRM systems and firm performance: The mediation role of strategic orientation

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Titel: Group-based pay-for-performance plans and firm performance: The moderating role of empowerment practices
verfasst von: Hyondong Kim
Kyra L. Sutton
Yaping Gong
Publikationsdatum: 01.03.2013
Verlag: Springer US
Erschienen in: Asia Pacific Journal of Management / Ausgabe 1/2013
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI: https://doi.org/10.1007/s10490-011-9255-7

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