Pay-for-Performance, Employee Participation, and SME Performance

Wang, Taiyuan; Thornhill, Stewart; Zhao, Bin

doi:10.1111/jsbm.12268

Cited by 32 publications

(36 citation statements)

References 75 publications

(130 reference statements)

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“…The first one discloses perspectives of soft and hard remuneration goals. Some authors such as Wang, Thornhill and Zhao (2016) executed research in a pay for performance study covering outcome evaluations assessment and employee participation. It disclosed a trend that systems focused on hard remuneration goals are more applicable as opposed to soft goals.…”

Section: Characteristics Of Remuneration Systemsmentioning

confidence: 99%

“…Still, there is insufficient knowledge regarding the complex approach on the characteristics that identify remuneration systems. Some possible approaches could be found in Armstrong (2009), Armstrong and Murlis (2007), Wang, Thornhill, Zhao (2016), Milkovich, Newman, Gerhart (2014, Martocchio (2013), Biswas (2013), Costa, Passos, Bakker (2014) and other works. It should be noted that so far, not only in Lithuania but also worldwide, there is a lack of systematic research focused on the expression of the characteristics of remuneration systems in the context of sustainable human resource management.…”

Section: Introductionmentioning

confidence: 99%

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Designing Remuneration Systems of Organizations for Sustainable HRM: The Core Characteristics of an Emerging Field

Radvila¹,

Šilingienė²

2020

IJHRS

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Successful business trends in the 21st century cover new factors where economic viability and sustainability should address not only the economic criterion, but also the human managerial one. This leads to the creation of effective sustainable work systems including remuneration systems as a part of sustainable human resource management. The basic research object of sustainable work systems is work intensity, which covers many possible approaches including remuneration systems of organizations. Effective remuneration systems enhance the performance and contribution of employees by controlling labor cost, motivating employees and involving them in organizational processes. Nevertheless, there is a lack of evidence for the sustainability of both theoretical and empirical research of remuneration systems. This article pursues validating theoretical concepts related to sustainable human resource management (SHRM) and remuneration systems by empirical disclosure of the expression of SHRM principles in the characteristics of remuneration systems. The purpose of this paper is to reveal the characteristics of remuneration systems of organizations in real SHRM in enterprises in Lithuania. In order to achieve this, a qualitative study was conducted using semi-structured interviews with 21 corporate HR managers. The study empirically substantiated the relationship between the principles of sustainable human resource management and remuneration characteristics. Results disclosed that as many as 10 of the 12 SHRM principles allow to identify the remuneration system as a sustainable work system. All the identified characteristics of the remuneration system reveal various principles of SHRM through different features and indicators. Furthermore, it confirms the economic, social and environmental nature of sustainable remuneration systems.

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Section: Characteristics Of Remuneration Systemsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Designing Remuneration Systems of Organizations for Sustainable HRM: The Core Characteristics of an Emerging Field

Radvila¹,

Šilingienė²

2020

IJHRS

View full text Add to dashboard Cite

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“…Employee involvement is an antecedent of engagement (Saks & Rotman, 2006). It is defined as the inclusion of employees into the organisation's decision-making process or the implementation of new strategies that affect the employees' work (Rees & French, 2010;Wang, Thornhill, & Zhao, 2016). A survey conducted by Truss et al (2006) suggested that establishing employee involvement makes a difference to organisational performance.…”

Section: Rewards According Tomentioning

confidence: 99%

Enhancing Employee Engagement for Small and Medium Enterprises in Taiwan

Cheng

Chang

2019

Information Resources Management Journal

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The aim of the research is to study the employee engagement strategies utilised in Taiwan's SMEs from the perspective of the employees. In doing so, a qualitative research method was employed using semi-structured interviews. Nine participants from five sectors of SMEs (electronics & information, metal transportation, machinery and equipment, food manufacturing, and textile) were interviewed. The authors' results reveal that having high levels of engagement amongst employees in Taiwan's SMEs will bring about an increase in work commitment amongst employees which encourages productivity for the organisation. These findings hold several important theoretical and practical implications.

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“…HRM and organizational psychology literature suggest the existence of extensive studies to explore the impact of employee participation on numerous constructs. For instance, employee participation and job satisfaction, employee commitment and employee productivity (Bhatti & Qureshi, 2007;Miller & Monge, 1986;Zhu, et al, 2015;Tafvelin, von Thiele Schwarz, Nielsen & Hasson, 2019;Basterretxea & Storey, 2018;Rogiest, Segers & van Witteloostuijn, 2018;Noe, Hollenbeck, Gerhart & Wright, 2017;Glavas, 2016), organizational performance (Summers & Hyman, 2005;Wang, Thornhill & Zhao, 2018), industrial democracy (Poole, 2017;Rasmussen, 2009), and PAs (Cawley, et al, 1998;Roberts, 2003;Thomas & Bretz Jr, 1994;Babagana, Mat & Ibrahim, 2019a & b;Rubin & Edwards, 2018;Islami, Mulolli & Mustafa, 2018;Babagana, Mat & Ibrahim, 2018;Rukumba & Iravo, 2019).…”

Section: Employee Participationmentioning

confidence: 99%

Effectiveness of Performance Appraisal (EPA): Does Distributive Fairness and Employee Participation Matter?: A Conceptual Framework

Babagana

Mat

Ibrahim

2019

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There has been a great deal of research into performance appraisal, especially concerning the factors that influence the effectiveness of performance appraisal (EPA). Studies suggest that elements such as organizational fairness, organizational politics, and leadership style may contribute to the EPA. Regardless of the evidence of research on these issues, there is paucity of research linking the impact of distributive fairness on the EPA. Moreover, prior studies, similar to this, have reported mixed findings. Accordingly, this study proposes the moderating role of employee participation in the relationship between distributive fairness and the EPA.

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Pay-for-Performance, Employee Participation, and SME Performance

Cited by 32 publications

References 75 publications

Designing Remuneration Systems of Organizations for Sustainable HRM: The Core Characteristics of an Emerging Field

Designing Remuneration Systems of Organizations for Sustainable HRM: The Core Characteristics of an Emerging Field

Enhancing Employee Engagement for Small and Medium Enterprises in Taiwan

Effectiveness of Performance Appraisal (EPA): Does Distributive Fairness and Employee Participation Matter?: A Conceptual Framework

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