Compensation: Theory, Evidence, and Strategic Implications

By B. Gerhart, S. Rynes. 2003

192 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/bca37e1d580abd7e032ff894756411466bdd3e1e

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In Management Information Systems

Citations in the corpus

Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort (2016, result): “The results of the present study, unlike what is usually portrayed in compensation textbooks (e.g., Gerhart and Rynes 2003), reveal that compared to base pay, which was related to increased work effort and decreased turnover intention, variable PFP was positively related to increased work effort,…”
Let the evidence speak again! Financial incentives are more effective than we thought (2015, background): “But, as Gerhart and Rynes (2003) noted, studies reporting such negative effects usually control for employee performance.”
Reconsidering Pay Dispersion's Effect on the Performance of Interdependent Work: Reconciling Sorting and Pay Inequality (2012, background): “The compensation literature (Gerhart & Rynes, 2003; Lazear, 2000) classifies pay effects on employee behaviors as associated with either incentives or the acquisition and retention of talent (i.e., sorting).”
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…”
Pay for Performance in the Public Sector—Benefits and (Hidden) Costs (2010, background): “Second, pay for performance creates recurring events of anxiety and salience (Gerhart and Rynes 2003) and thus has been found to lead to emotional arousal (Campbell, Campbell, and Chia 1998) and exhaustion (Brown and Benson 2003).”
Turnover prediction using attitudes towards benefits, pay, and pay satisfaction among employees and entrepreneurs in Estonia, Latvia, and Lithuania (2011, background): “Pay, pay satisfaction, and attitudes towards benefits have emerged as popular variables for use in organizational research (for reviews, see Carraher et al., 2004a, b, c; Gerhart and Rynes, 2003; Scarpello and Carraher, 2008; Williams et al., 2008).”
Performance-enhancing compensation practices and employee productivity: The role of workplace bullying (2014, background): “Compensation plays a number of key roles in organizations including signaling employee worth, attracting potential job incumbents, and retaining existing employees (Gerhart & Rynes, 2003).”