The Diffusion of Pay for Performance Across Occupations

Bayo‐Moriones, Alberto; Galdón-Sánchez, José E.; Martínez-de-Morentin, Sara

doi:10.2139/ssrn.1575892

Cited by 2 publications

(1 citation statement)

References 31 publications

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“…Further, international research has found that human resource practices that threaten or support those needs—thus creating the pressures leading to the curvilinear performance–turnover relationship—exist in a wide range of countries. Pay-for performance systems, which reward the top and penalize the bottom, have been studied in culturally divergent countries, such as China (Buck, Liu, & Skovoroda, 2008; Du & Choi, 2010), India (Kingdon & Teal, 2007), Italy (Origo, 2009), Japan (Beatty, McCune, & Beatty, 1988; Hatvany & Pucik, 1981), Rwanda (Kalk, Paul, & Grabosch, 2010), and Spain (Bayo-Moriones, Galdon-Sanchez, & Martinez-de-Morentin, 2010). The spread of U.S.-based multinational corporations has also brought pay-for-performance norms around the world, as at the corporation studied by DeVoe and Iyengar (2004) that used the system in Argentina, Brazil, Mexico, Philippines, Taiwan, and the United States.…”

Section: Generalizability and Variability Of Performance–turnover Theorymentioning

confidence: 99%

The effect of culture on the curvilinear relationship between performance and turnover.

Sturman

Shao

Katz

2012

Journal of Applied Psychology

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Although researchers have theorized that there exists a curvilinear relationship between job performance and voluntary turnover, their research has been tested in the United States or culturally similar Switzerland. Through a study of the performance-turnover relationship from a multinational service-oriented organization in 24 countries, we demonstrate that the general relationship between performance and turnover is similar across countries but the details of that relationship change across countries. Using 4 cultural dimensions--in-group collectivism, power distance, uncertainty avoidance, and performance orientation--we find that cultural factors alter the overall probability of voluntary turnover and influence the degree of curvilinearity in the performance-turnover relationship. Our findings have implications for research on the performance-turnover relationship, turnover research, and practice.

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Section: Generalizability and Variability Of Performance–turnover Theorymentioning

confidence: 99%

The effect of culture on the curvilinear relationship between performance and turnover.

Sturman

Shao

Katz

2012

Journal of Applied Psychology

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High-Performance Work Practices and Core Employee Wages

Sgobbi¹,

Cainarca

2015

ILR Review

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Past research has provided mixed evidence on the relationship between High-Performance Work Practices (HPWPs) and wages. Drawing from more than 1,800 interviews with the HR managers in a stratified sample of Italian manufacturing plants collected in 2008, the authors argue that the results are inconclusive unless the configurations of the HPWPs and the mechanisms underpinning employee involvement are taken into account. Their results show that HPWPs are associated with higher wages for core employees only when they align with an ideal type, and they result in higher wage equality only when they emphasize training, competence enhancement, and power delegation.

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The Diffusion of Pay for Performance Across Occupations

Cited by 2 publications

References 31 publications

The effect of culture on the curvilinear relationship between performance and turnover.

The effect of culture on the curvilinear relationship between performance and turnover.

High-Performance Work Practices and Core Employee Wages

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