Ogbonnaya, C., Daniels, K., Nielsen, K. (2017) Does contingent pay encourage positive employee attitudes and intensify work? Human Resource Management Journal, 27 (1). pp. 94-112. ISSN 0954-5395. (doi:10.1111/1748-8583.12130) (KAR id:92872)
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Official URL: http://dx.doi.org/10.1111/1748-8583.12130 |
Abstract
This article 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 article 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 offsets some of its positive impact on employee attitudes.
Item Type: | Article |
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DOI/Identification number: | 10.1111/1748-8583.12130 |
Subjects: | H Social Sciences |
Divisions: | Divisions > Kent Business School - Division > Department of Leadership and Management |
Depositing User: | Chidi Ogbonnaya |
Date Deposited: | 26 Jan 2022 11:55 UTC |
Last Modified: | 27 Jan 2022 12:39 UTC |
Resource URI: | https://kar.kent.ac.uk/id/eprint/92872 (The current URI for this page, for reference purposes) |
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