The aim of this contribution is to examine the effectiveness of performance-based pay by discussing the relationship between performance-based pay and job performance in a HRM context. Because any compensation agreement must be based on organizational justice and, as it is interfered with by cultural attributes, we also examined how and to what degree perceived procedural justice affects the effectiveness of performance-based pay by using both the research results in non-Confucian-influenced societies and the possible guidelines of organizational justice in a non-influenced societies. In our sample of 258 R&D professionals in Taiwanese high-tech organizations, we found that performance-based pay could be positively related to job performance. In addition, this study also provided evidence that procedural justice is positively related to task performance and moderated the relationship between performance-based pay and job performance. We identify HRM implications for applying our findings in organizational settings and also in benefiting future research on the effects of procedural justice in the employee-organization exchange relationship.
Strategic participation is important for HR professionals who wish to have increased infl uence in their organizations. While a number of previous studies have suggested a link between strategic human resource management and fi rm performance, few have explored the specifi c factors enabling HR strategic participation. This study examines the impact of HR service quality and expectations of HR contributions on HR strategic participation. A total of 244 survey responses were received from 42 companies in Taiwan. All hypotheses were supported, thus signifying signifi cant relationships between HR service quality, expectations of HR contributions, and HR strategic participation. The study results also indicate that HR professionals are able to proactively increase the value of HR in organizations by enhancing HR service quality and addressing potential internal customers' needs accordingly.
PurposeThe purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour.Design/methodology/approachData were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan.FindingsThe results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour.Research limitations/implicationsResults suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams.Originality/valueThis study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.
PurposeThe purpose of this paper is to investigate the messages delivered by transformational leaders to front‐line employees to build an organizational brand climate and encourage employees' branding behaviors, to attain better company performance within the Taiwanese hotel industry.Design/methodology/approachSurvey data were obtained from 34 human resource managers and 326 customer contact employees working in Taiwanese hotels.FindingsTransformational leadership was found to have both direct and indirect positive influences on the development of organizational brand climate and employees' branding behavior.Practical implicationsResults suggest that transformational leaders may facilitate employees' branding behaviors by developing an organizational brand climate to distinguish the organization from its competitors and develop long‐term customer relationships.Originality/valueThis study advances the knowledge of antecedents and outcomes of the organizational brand climate by applying a multilevel approach to reflect the hierarchical nature of brand distinctiveness within the Taiwanese hotel industry.
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