Rewarding Excellence: Pay Strategies for the New Economy

By E. Lawler. 2000

272 citations recorded by the source corpus.

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Citations in the corpus

Beyond Simple Utility: Incentive Design and Trade–Offs for Corporate Employee–Entrepreneurs (2010, background): “For example, elements that deserve attention in future studies are equity and stock ownership options (Block & MacMillan, 1993; Block & Ornati, 1987; Jones & Butler, 1992; Welbourne & Cyr, 1999), individual vs. group vs. organization level rewards (Gomez-Mejia, Welbourne, & Wiseman, 2000; Jones & Bu”
Moving Closer to the Action: Examining Compensation Design Effects on Firm Risk (2008, background): “In the following sections we discuss these equity-based elements and their effects on CEO risk behavior in detail.”
Motivation, pay satisfaction, and job satisfaction of front‐line employees (2011, background): “The need for more theoretical development is important because the use of pay-for-performance plans is growing (Broadbent and Cullen, 2005; Lawler, 2000), and there is a trend to increasing variable pay as a percentage of total remuneration (Heneman et al., 2002b).”
Effects of materialism on work-related personal well-being (2010, background): “Reward systems that emphasize financial success and material possessions are often core elements of corporate cultures (Bates, 2003; Ghosn, 2002; Lawler, 2000; Mitchell and Mickel, 1999).”
Time Affluence as a Path toward Personal Happiness and Ethical Business Practice: Empirical Evidence from Four Studies (2009, background): “…that people experience lower well-being when they strongly value materialistic goals, is it ethical to follow the recommendations of those thinkers who suggest that companies place pay at the center of their business culture and celebrate competition and wealth (e.g., Lawler, 2000; Pfeffer, 1998)?”
Pay-for-Performance’s Effect on Future Employee Performance (2016, background): “If merit or bonus pay, however, is not commensurate with performance, instrumentality suffers and future employee effort will be lower (Porter & Steers, 1973; Vroom, 1964).”
Achieving task and extra-task-related behaviors: A case of gender and position differences in the perceived role of rewards in the hotel industry (2008, background): “Rewards are considered the primary means by which organizations elicit and reinforce desired behavior (Lawler, 2000).”