Compensation: Theory, Evidence and Strategic Implications

By P. Steinbuch. 2004

372 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/6a905ebb8d502725bb42ac3966f408a53aa19968

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In Strategy and Management

Citations in the corpus

Pay-for-Performance’s Effect on Future Employee Performance (2016, methodology): “…of PFP exist (e.g., gain sharing, profit sharing), our focus is on merit and bonus pay because they are the most widely used PFP tools (Cohen, 2006; Gerhart & Rynes, 2003) and are more closely linked to individual performance than are group- or organizational-based rewards, given the more direct…”
Happiness, Health, or Relationships? Managerial Practices and Employee Well-Being Tradeoffs (2007, background): “The purpose of incentive compensation practices is to enhance performance by aligning the interests of those who work for the company with the interests of those who own the company (Eisenhardt, 1989; Gerhart & Rynes, 2003).”
The relationship between pay and job satisfaction: A meta-analysis of the literature (2010, neutral): “Although scholars differ on the motivating effects of incentives (see Gerhart & Rynes, 2003; Pfeffer, 1998), it is clear that to many individuals, pay is motivating.”
Self-Leadership: A Multilevel Review (2011, background): “…motivation of team members (Kirkman & Rosen, 1999; Tjosvold, 1986), elicit greater levels of cooperation and teamwork (DeMatteo, Eby, & Sundstrom, 1998), and achieve better internal alignment with business-level and human resource strategies involving team self-leadership (Gerhart & Rynes, 2003).”
Jack of all, master of all? CEO generalist experience and firm performance (2019, background): “In recent years, due to increasing uncertainty and organizational complexity coupled with a shortage of executive talent, generalist CEOs are in higher demand (Gerhart & Rynes, 2003; Kaplan & Rauh, 2010).”
Is it pay levels or pay raises that matter to fairness and turnover (2005, background): “26, 899–921 (2005) (e.g., Summers & Hendrix, 1991; see also Gerhart & Rynes, 2003).”
Acceptability of workplace bullying: A comparative study on six continents (2013, background): “Employees seek out organizations that fit their individual values even if these values are not shared by the country at large (Gerhart & Rynes, 2003).”
The importance of pay in employee motivation: Discrepancies between what people say and what they do (2004, methodology): “Space limitations preclude us from discussing all the contingencies that appear to affect the importance of pay in a given situation (for a more complete summary, see Gerhart & Rynes, 2003).”
PAY SYSTEM CHARACTERISTICS AND QUIT PATTERNS OF GOOD, AVERAGE, AND POOR PERFORMERS (2007, positive): “In developing our predictions, we focus on two bases for pay differences in organizations—performance- and seniority-based pay—that are well-suited to our theory development, although some organizations may base pay differences on skill, competencies, or other factors (Gerhart & Rynes, 2003).”
Has Goal Setting Gone Wild, or Have Its Attackers Abandoned Good Scholarship? (2009, background): “In addition, they fail to report the review by Gerhart and Rynes (2003), which shows that there is no consistent evidence that monetary rewards undermine intrinsic motivation, except in children.”
The Paradox of Meritocracy in Organizations (2010, background): “Work has suggested that this decoupling encourages employees’ perception of merit, increases job satisfaction, and is motivational (Gerhart and Rynes, 2003; Martocchio, 2004; Milkovich and Newman, 2004).”
Development of the Competitive Work Environment Scale: A Multidimensional Climate Construct (2010, background): “Furthermore, it is plausible that the effects of competition for rewards may vary across levels within an organization (Gerhart & Rynes, 2003).”
Employee-Organization Exchange Relationships, HRM Practices, and Quit Rates of Good and Poor Performers (2009, background): “This study is a point of departure for organizational studies on HRM practices and workforce sorting, a topic increasingly being researched at the individual level of analysis (Cadsby, Song, & Tapon, 2007) and one that HRM researchers have identified as a high-need area (Gerhart & Rynes, 2003).”
The Chrysalis Effect (2017, background): “In addition, the compensation system found in academia is a tournament-style reward system (Rynes & Gerhart, 2003), which places great emphasis on publications.”