Comparisons of the effects of individual and collective performance-related pay on performance: A review

IF 8.2 1区管理学 Q1 MANAGEMENT Human Resource Management Review Pub Date : 2023-07-14 DOI:10.1016/j.hrmr.2023.100982

Stephen Wood , Silvia Leoni , Daniel Ladley

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引用次数: 1

Abstract

Debate on whether performance-related pay enhances organizational performance has centred on individual-based systems. This paper reviews studies that compare these with collective-based systems such as team bonuses and profit-sharing. Analysis of such comparisons – both field and experimental studies – reveals that collective systems, either alone or in conjunction with individual systems, are associated with higher performance. In no study do individual incentives outperform collective systems. Tests for moderators were rare but suggest that task interdependency may enhance collective systems' effects. Tests of mediators are also rare but point to enhanced levels of cooperation and idea generation under collective systems. This review examines how the included studies contribute to our understanding of key issues in payment-systems research – the roles of sorting effects and free riding under collective systems, and whether financial incentives may undermine intrinsic motivation – and finds it is limited, suggesting future work should concentrate on these areas.

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个人与集体绩效薪酬对绩效影响的比较:综述

关于与绩效挂钩的薪酬是否能提高组织绩效的争论一直集中在以个人为基础的薪酬体系上。本文回顾了将其与基于集体的制度(如团队奖金和利润分享)进行比较的研究。对这种比较的分析——包括实地研究和实验研究——表明，集体系统，无论是单独的还是与个人系统结合的，都与更高的绩效有关。没有一项研究表明，个人激励优于集体激励。对调节者的测试很少，但表明任务的相互依赖性可能会增强集体系统的效果。对调解人的测试也很罕见，但表明在集体制度下合作和产生想法的水平有所提高。本综述考察了纳入的研究如何有助于我们理解支付系统研究中的关键问题——集体制度下的分类效应和搭便车的作用，以及财务激励是否会破坏内在动机——并发现它是有限的，建议未来的工作应集中在这些领域。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.