LOWERING FLOORS AND RAISING CEILINGS: A LONGITUDINAL ASSESSMENT OF THE EFFECTS OF AN EARNINGS-AT-RISK PLAN ON PAY SATISFACTION

The attitudes of 101 bank employees were measured before and after the implementation of an earnings-at-risk (EAR) incentive pay plan which reduced base pay and increased employee risk and uncertainty with respect to total pay. Pay outcome satisfaction and pay process satisfaction both declined significantly over time, but the decrease in pay outcome satisfaction was the greater of the two. An examination of pay satisfaction antecedents at both points in time revealed relatively stable across-time relationships and provided information about some of the reasons for the changes. Perceived reward-to-effort ratio, which declined significantly over time, influenced both dimensions of pay satisfaction at both points in time. Perceived understanding of the pay system, which also declined over time, had a somewhat greater influence on pay process satisfaction than on pay outcome satisfaction, particularly at Time 2. In contrast to actual pay levels, changes in incentive and base pay amounts added more explained variance to the pay outcome satisfaction regression model. The study points out the potential for negative employee reactions to EAR incentive plans, and indicates that managers must ensure that employees understand these systems and feel that EAR plans will reward them equitably for their efforts.     

The Dimensionality of Supervisor Evaluations of Job Performance

This paper presents empirical evidence about the dimensions of supervisor evaluations of employee job performance. Factor analytic results supported the conclusion that supervisors were able to distinguish between two dimensions of job performance. While bivariate correlational analysis indicated that these two dimensions of job performance were similarly related to other measures, a multivariate regression analysis suggests that they are distinguishable constructs.     

Supervisor Appraisal as the Link Between Family–Work Balance and Contextual Performance

We examined the relationship between subordinates’ family to work balance (conflict and enrichment) and two dimensions of contextual performance (interpersonal facilitation and job dedication) reported by supervisors. Beyond the direct effects, we hypothesized that supervisor’s appraisals of employee conflict and enrichment would influence the supervisor’s contextual performance ratings. Data collected from a matched sample of 156 private sector employees and their supervisors indicated that the supervisor’s performance ratings were impacted by the supervisor’s appraisal of enrichment. However, the supervisor’s appraisal of conflict only mattered for interpersonal facilitation. There was a direct effect of subordinate’s conflict on both dimensions of contextual performance.     

Evaluation of personality measures for the selection of textile employees

The purpose of this study was to evaluate the validity of a measure of personality constructs for the selection of operating employees in the textile industry. A commercial paper-and-pencil test measuring ten personality dimensions was used. Two measures of performance were obtained: an objective measure of performance based on individual output, and subjective ratings of performance by supervisors. The results indicated that two personality dimensions measured by the test were significantly related to employee performance. The results are discussed in relation to the potential of personality dimensions for predicting employee performance.     

Relations Between Contextual Performance,Personality, and Occupational Advancement

Two studies investigated relations between supervisors' evaluations of contextual performance and personality characteristics in jobs where opportunities for advance- ment were either absent or present. The first study examined performance in entry- level jobs where advancement, in general, was precluded; employees (N = 214) completed the Hogan Personality Inventory (HPI) as applicants and subsequently were rated by their supervisors for contextual performance. Results indicated that conscientiousness-measured by HPI Prudence scores-was significantly related to ratings of Work Dedication and Interpersonal Facilitation, which are dimensions of contextual performance. The results were corroborated in an independent sample. In the second study, employees (N = 288) in jobs with opportunities for advancement completed the HPI and their supervisors provided ratings for contextual performance. Results indicated that ambitiodsurgency-measured by HPI Ambition scores-pre- dicted contextual performance. These results also were confirmed in a second sample. Relations between personality and contextual performance are explained by the motives of cooperation-getting along-and status-getting ahead.     

HOW SUPERVISORS INFLUENCE PERFORMANCE: A MULTILEVEL STUDY OF COACHING AND GROUP MANAGEMENT IN TECHNOLOGY-MEDIATED SERVICES

This multilevel study examines the role of supervisors in improving employee performance through the use of coaching and group management practices. It examines the individual and synergistic effects of these management practices. The research subjects are call center agents in highly standardized jobs, and the organizational context is one in which calls, or task assignments, are randomly distributed via automated technology, providing a quasi-experimental approach in a real-world context. Results show that the amount of coaching that an employee received each month predicted objective performance improvements over time. Moreover, workers exhibited higher performance where their supervisor emphasized group assignments and group incentives and where technology was more automated. Finally, the positive relationship between coaching and performance was stronger where supervisors made greater use of group incentives, where technology was less automated, and where technological changes were less frequent. Implications and potential limitations of the present study are discussed.     

BENEFIT COVERAGE AND EMPLOYEE COST: CRITICAL FACTORS IN EXPLAINING COMPENSATION SATISFACTION

This research examined the joint effects of benefit coverage and the costs borne by employees on multiple dimensions of compensation satisfaction. Information regarding pay and benefit practices was collected by interviewing personnel specialists and reviewing policy and procedure documents in eight organizations. At a later time, satisfaction data were collected from employees via mail surveys. The results indicated that satisfaction with benefits increased with improved coverage and decreased with higher employee costs. Employees were particularly sensitive to variation in the cost of health insurance. Also, for respondents possessing accurate information about actual coverage levels, the relationship between coverage and satisfaction was more pronounced. For the organizations studied here, salaries and benefits were being administered using compensatory allocation rules. Salary levels were negatively correlated with the levels of benefit coverage, and the various components of the compensation systems covaried in complex ways. The methodological implications associated with this research are emphasized and suggest that the interpretability of much of the past research devoted to employee benefits has been compromised.     

辱虐管理与员工表现：传统性与信任的作用

研究辱虐管理对员工表现包括任务绩效和组织公民行为的影响,并探讨员工对主管的信任和员工传统性在以上影响过程中所起的中介及调节作用。以北京6家电子制造企业中匹配的283名员工和112名主管为研究对象,层级回归分析表明：辱虐管理会破坏员工对上级主管的信任,继而降低任务绩效水平和组织公民行为;传统员工对辱虐管理的耐受力更强,相对于非传统员工,传统员工较少因为上级主管的辱虐管理而降低其对主管的信任。     

“激将法”会激发还是打击员工?感知能力不被领导信任的“双刃剑”效应

感知能力不被领导信任是信任研究的重要内容。已有研究普遍认为感知不被领导信任会对员工的自我产生不利影响。相反, 传统领导方式“激将法”则认为领导的不信任可以刺激员工展现更好的自我。为了解释上述矛盾, 本研究基于自我评价理论和心理逆反理论, 采用实验研究和多源多时间点问卷调查研究方法, 探讨了感知能力不被领导信任对员工自我的“双刃剑”效应及边界条件。研究结果表明, 当员工感知领导能力较强时, 感知能力不被领导信任会通过降低员工的工作效能感削弱员工的工作努力和绩效表现; 当员工感知领导能力较弱时, 感知能力不被领导信任会通过增强员工证明自我能力动机提升员工的工作努力和绩效表现。     

Employees' Political Skill and Job Performance: An Inverted U‐Shaped Relation?

During the past decade, the construct of political skill has attracted a lot of attention. In particular, its relation to job performance has been examined. With regard to this link, it is typically proposed that political skill affects job performance in a positive linear manner. However, in this article it is suggested that intermediate levels of employees' political skill yield the highest job performance, implying that this association is in fact represented by an inverted U‐shape. Findings from two field studies (N₁ = 178, N₂ = 115 employee‐supervisor‐colleague triads) that incorporated different sample characteristics (early career employees, established employees), job performance dimensions (overall, task, contextual, and adaptive performance), and rating sources (supervisors and colleagues) supported this idea. Across different analyses, employees with intermediate levels of political skill received higher job performance ratings compared to those with lower and higher levels, respectively. In addition, the nature of the relationships between employees and their raters was found to moderate this curvilinear effect. Specifically, besides the fact that employees who had close working relationships with their raters generally received higher job performance ratings, the decreases in the job performance ratings of employees high in political skill were less pronounced when they had close relationships.     

The effects of pay level on organization‐based self‐esteem and performance: A field study

Most compensation managers implicitly assume (or perhaps hope) that high pay levels will maintain and enhance future performance. To date, this assumption has been largely untested. Given the importance of pay level and the large expense that pay represents to most organizations, understanding how and why pay level influences the behaviour of employees in organizations is an important question. The purpose of this study is to examine the motivational effects of pay level on employee performance. To examine these issues, we collected field study data from a variety of sources, at three different times, and assessed the effects of employee pay level on subsequent self‐esteem and performance. Specifically, we hypothesized that the effects of pay level on performance would be mediated by pay level effects on organization‐based self‐esteem. We base this hypothesis on the premise that level of pay within an organization communicates a sense of how much the organization values an employee and thus affects employee organization‐based self‐esteem which, in turn, enhances job performance. After controlling for organization tenure, and previous pay change, results supported a mediated model that suggests that pay level affects employee self‐esteem, which in turn, affects employee performance.     

Understanding multiple dimensions of compensation satisfaction

We conducted meta-analyses of multiple dimensions of compensation satisfaction. An examination of 213 samples from 182 studies yielded several interesting findings of importance to practice and future research. We examined the relationships among four dimensions of compensation satisfaction (pay level, pay raises, benefit level, pay structure and administration satisfaction), and found that the three dimensions related to direct pay are highly related to one another. The relationships between benefits and the three direct pay dimensions were modest. We also analyzed antecedents, correlates, and consequences of the four compensation satisfaction dimensions. The antecedents of pay raise satisfaction have received the most attention, and our results indicate that both perceptual (e.g., perceptions of the basis for a pay raise) and objective (i.e., the amount of the pay raise) antecedents play roles in determining pay raise satisfaction. Previous research on the relationship between employee costs for benefits and benefit satisfaction have been inconclusive. The meta-analysis yields a modest, negative relationship between employee costs and benefit satisfaction. Additional results provide the foundation for our discussion of the current state of research in these areas, recommendations for practice, and suggestions for future research.     

主管认知信任和情感信任对员工行为及绩效的影响

采用问卷调查法,检验主管认知信任与情感信任对员工行为及绩效影响的双路径模型。通过结构方程模型分析563份上下级配对数据,结果显示：主管认知信任通过注意聚焦的完全中介作用正向影响员工的任务绩效和组织公民行为。主管情感信任则通过情感承诺的部分中介作用正向影响员工的任务绩效和组织公民行为,即一方面直接影响员工的任务绩效和个体指向公民行为,另一方面通过情感承诺间接影响员工的任务绩效和组织公民行为。并且,主管情感信任对员工行为和绩效的影响作用要大于认知信任的作     

GETTING CREDIT FOR PROACTIVE BEHAVIOR:SUPERVISOR REACTIONS DEPEND ON WHAT YOU VALUE AND HOW YOU FEEL

Although proactive behavior is important in organizations, it is not always appreciated by supervisors. To explain when supervisors reward proactivity with higher overall performance evaluations, we draw on attribution theory. We propose that employees' values and affect send signals about their underlying intentions, which influence supervisors' attributions about whether employees deserve credit for proactive behaviors. More specifically, we hypothesize that if employees express strong prosocial values or low negative affect, the proactive behaviors of voice, issue-selling, taking charge, and anticipatory helping will have stronger relationships with supervisors' performance evaluations. We test these hypotheses with samples of 103 managers and their direct supervisors (Study 1) and 55 firefighters and their platoon supervisors (Study 2). The hypotheses were supported in both studies, suggesting that proactive behaviors are more likely to contribute to higher supervisor performance evaluations when employees express strong prosocial values or low negative affect.     

Organizational Safety Climate and Supervisory Layoff Decisions: Preferences Versus Predictions

The current research investigated the extent to which supervisors take safety vs. productivity into account when making layoff recommendations under conditions of differing organizational emphasis on safety vs. production. A laboratory experiment with 57 participants acting as supervisors manipulated the organizational climate to emphasize safety vs. production and the safety performance and productivity of 4 subordinates. Results indicate that layoff recommendations were influenced by the stated organizational climate. However, regardless of the stated organizational priorities, participants predicted that upper management's final layoff decisions would result in safe workers being laid off to a greater extent than productive workers. Implications of these results are discussed in light of organizational efforts to improve their safety climate and employee safety performance.     

Antecedents and outcomes of organizational support for development: the critical role of career opportunities

This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between organizational support for development and employee performance and turnover. Using a sample of 264 exempt-level employees and their supervisors, we found that participation in training classes, leader-member exchange, and career mentoring were each positively related to employees' perceptions of organizational support for development. We also found support for the moderator hypotheses. Specifically, development support positively related to job performance, but only when perceived career opportunity within the organization was high. Further, development support was associated with reduced voluntary turnover when perceived career opportunity was high, but it was associated with increased turnover when perceived career opportunity was low. Our study demonstrates that social exchange and career motivation theory work together to explain when and how employees' perceptions of organizational support for development relate to turnover and job performance.     

The Invisible Eye? Electronic Performance Monitoring and Employee Job Performance

To enhance employee performance, many organizations are increasingly using electronic performance monitoring (EPM). The relationship between the frequency of EPM use and employee performance is examined in 2 field studies. In Study 1, which uses a unique longitudinal data set, results reveal that shorter time lags between 2 consecutive employee performance assessments are related to better task performance as indicated by call quality metrics. A second field study using matched supervisor–employee and EPM system data is conducted in 2 call centers to extend these results and to focus more directly on the supervisors’ use of EPM and its relationship with additional performance criteria: counterproductive work behaviors (CWBs) and organizational citizenship behaviors (OCBs). Results indicate that more frequent supervisory use of EPM is associated with better task performance and OCB. However, supervisory use of EPM was not significantly related to CWB.     

Supervisory Abuse of High Performers: A Social Comparison Perspective

Prior research linking employee performance to abusive supervision suggests that supervisors have instrumental and non-instrumental reasons for engaging in abuse while dealing with low performers in the workplace. Drawing on social comparison theory, we argue that high-performing subordinates can make supervisors envious, which in turn leads to abusive supervisory behavior. Furthermore, we hypothesize supervisor social comparison orientation as a key boundary condition for the indirect positive effect of subordinate performance on abusive supervision through supervisor envy; that is, supervisors are more likely to abuse high performers when the supervisors’ social comparison orientation is high. A multi-source, multi-wave field study was conducted with data collected from supervisor-subordinate dyads (N = 95 supervisors and 385 subordinates). The data supported a positive indirect effect of employee performance on abusive supervision through supervisor envy. Moreover, the indirect effect was statistically significant for supervisors with high social comparison orientation but it was not significant for supervisors with low social comparison orientation. Implications of these findings for reducing abusive supervision are discussed.     

Are Telecommuters Remotely Good Citizens? Unpacking Telecommuting's Effects on Performance Via I‐Deals and Job Resources

Despite their widespread adoption, concerns remain that virtual work arrangements can harm employee job performance and citizenship behavior. Does telecommuting really hamper these critical dimensions of employee effectiveness? To answer this question, we develop a theoretical framework linking telecommuting to task and contextual performance via a dual set of mechanisms—reflecting proposed effects of i‐deals and job resources. Further, we propose that the meaning of and outcomes from these paths depend on the social context surrounding telecommuting. We test the framework with field data from 323 employees and 143 matched supervisors across a variety of organizations. As predicted, we find that telecommuting is positively associated with task and contextual performance, directly and indirectly via perceived autonomy. These beneficial effects are contingent upon two aspects of the social context: leader‐member exchange and signals of its normative appropriateness among coworkers and one's supervisor.     

The Influence of Self-Ratings versus Peer Ratings on Supervisors'' Performance Judgments

This study investigated the extent to which supervisors use feedback from outside sources in making performance judgments. A simulation was conducted in which participants with organizational supervisory experience made an initial performance judgment about a profiled employee. Participants then received additional information that was discrepant from their initial judgment (positive or negative) from one of two sources (the profiled employee himself or one of his peers). The direction of the discrepant information and its source interacted in determining final ratings, such that, participants were more likely to use discrepant information to alter their performance judgments in a consistent direction when the source was a peer than when the source was the employee himself. Furthermore, participants' opinions about the usefulness of peer information for performance judgments moderated this interaction. Specifically, participants who believed that information from an employee's peers was useful, were more likely to use discrepant information provided by a peer when making final performance judgments than were participants who did not believe that information from an employee's peers was useful.