Do fixed payments affect effort? Examining relative thinking in mixed compensation schemes

Several earlier studies have shown that people exhibit “relative thinking”: they consider relative price differences even when only absolute price differences are relevant. The article examines whether relative thinking exists when people face mixed compensation schemes that include both fixed and pay-for-performance components. Such compensation schemes are prevalent in many occupations (e.g., salespeople and managers) and therefore are an important practical issue. Surprisingly, the ratio between the pay-for-performance and the fixed compensation does not affect effort, meaning that no relative thinking is found. Another experiment shows that this is not due to reciprocity that cancels out relative thinking. In a third experiment subjects make similar decisions without incentives and the results suggest that the different context (compensation schemes instead of price comparisons) and not the introduction of financial incentives (which were not used in previous studies) is the reason that relative thinking disappears. The results have implications for designing incentive schemes in firms and for designing experiments.     

内部劳动市场定价理论框架下的国有商业银行人力竞争力分析

调查结果表明,现实存在的人力竞争并没有动摇国有商业银行员工队伍的基本稳定.晋升工资体制的理论基础是内部劳动市场定价理论,该理论对低工资率制度下的中国国有商业银行员工队伍的稳定提供了合理解释.在新一轮的金融人才竞争中,国有商业银行只要能把与外资金融机构的收入差距缩小到职业稳定性可以抵补的范围内,就可以预期能够避免人才流失危机.职业稳定性抵补收入差距的均衡状态是国有商业银行薪酬制度改革的切入点.     

Changing Conceptions of Employee Compensation

Abstract

This paper reviews and discusses many differing forms of incentive compensation systems that are being used in today's organizations. The review traces the roots of bonus compensation from individual piece-work plans through the adoption of organization-wide gainsharing plans to the growing recognition of open-book management. Reasons for the shift in units of analysis from the individual employee to the work team or organization as a whole are discussed. Explanations are also given for why many companies are beginning to concentrate on outcomes rather than process measures as indicators of organizational success. Lastly, suggestions for enhancing the research agenda and bridging the gap between science and practice are provided for the scientists and practitioners of organizational behavior management.     

Organizational Antecedents of Pay-for-Performance Systems in Nonprofit Organizations

The applicability of pay-for-performance systems (PfP-systems) in nonprofit organizations (NPOs) is discussed controversially both in literature and in practice. Existing theoretical models emphasize the importance of the employee’s motivation and output control for the effectiveness of PfP-systems. However, empirical evidence on which factors influence PfP-system’s introduction in NPOs is still lacking. Based on an exploratory study of nine Austrian NPOs, this paper develops hypotheses on what organizational factors distinguish NPOs that rely on PfP-systems for managing employees’ performance differences from those that use alternative approaches (e.g., job enrichment, NPO-spirit). Findings suggest that decisions on the application of PfP-systems are influenced by five determinants: perceived degree of competitiveness regarding funding and service provision; degree of strategic freedom; clarity of strategic objectives; existence of management instruments; and organizational culture.     

绩效薪酬对大学生就业意向的影响分析

结合Lazear（2000）的绩效薪酬制度分选效应模型,进行了薪酬偏好理论回顾,讨论了分选效应的性质,就大学生薪酬偏好与择业关系进行了分析,最后讨论了大学生薪酬偏好及就业意向的调节途径。