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Does contingent pay encourage positive employee attitudes and intensify work?

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)

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
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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