摘要
绩效工资目前已成为我国薪酬支付的主流方式之一,但有关绩效工资对员工态度和行为的影响的研究还很少。本文以574名知识员工为研究对象,实证分析了绩效工资对知识员工分配公平感、帮助行为和自我发展的影响,研究同时考察个体层面的价值认同和组织层面的程序公正氛围,对绩效工资与员工态度和行为关系的调节作用。数据分析采用多层次线性模型,分析结果显示,绩效工资在个体层面有效提高了员工分配公平感和自我发展行为,而在组织层面,绩效工资降低了组织中员工分配公平感和帮助行为的整体水平。在高价值认同和高程序公正氛围中,绩效工资对员工态度和行为有更多的积极作用;在低程序公正氛围中,绩效工资则呈现一定的消极作用。本文最后讨论了研究的理论和实践意义,以及研究的局限。
Most research on pay for performance were conducted in Western developed countries. In China, pay for performance is becoming one of the more prevalent compensation methods. However, there is little research about the effect of pay for performance on employees＇ attitudes and behavior. Based on 574 workers in 30 companies, this study investigated the effect of pay for performance on distributive justice, helping behavior and self-development, taking into account the moderating role of value alignment at the individual level and procedural justice climate at the organizational level. Using hierarchical linear models, the results of the data analysis show that pay for performance is positively related to individual distributive justice and self-development at the individual level, and negatively associated with average distributive justice and helping behavior at the organizational level. Employees with high value alignment displayed more helping behavior as the strength of pay for performance increased. Pay for performance also exhibits positive effects on individual distributive justice and helping behavior within a high procedural justice climate. However,...the effect of pay for performance on helping behavior becomes significant negative within low procedural justice climates. These results clearly reveal that pay for performance is a doubled-edged sword： it demonstrates positive effects at the individual level or under positive situations （high value alignment and procedural justice climate）, but shows negative effects at the organization level or under negative situations. The present study implies that employers should consider organizational situations before they decide to introduce pay for performance to their organizations. Furthermore, employers are able to reduce the negative effects of pay for performance through creating positive situations. The main limitation of this study is that all data were collected by means of a self-assessment survey. The discussion of the study＇s limitations shows that the issue of common method bias induced by self-reported data has been overestimated and that it does not change the relational patterns among variables in the present study.
出处
《南开管理评论》
CSSCI
北大核心
2009年第3期117-124,134,共9页
Nankai Business Review
关键词
绩效工资强度
分配公平感
帮助行为
自我发展
Pay for Performance
Distributive Justice
Helping Behavior
Self-development
Value Alignment
Procedural JusticeClimate
