The effects of incentive subjectivity and strategy communication on knowledge-sharing and extra-role behaviours

Cheng, Mandy M.; Coyte, Rodney

doi:10.1016/j.mar.2013.07.003

Cited by 46 publications

(48 citation statements)

References 37 publications

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“…For this reason, we illuminate the psychological mechanisms that are activated by compressed subjective performance evaluations. Subjectivity in the context of performance evaluation has gained considerable momentum in recent years due to the shortcomings of objective performance measures (Ahn et al 2010;Bol 2011;Cheng and Coyte 2014;Voußem et al 2016). In particular, objective measures may be insensitive to employees' actions, incongruent with organizational objectives, noisy concerning uncontrollable factors or incomplete with regard to an employee's performance (Bol 2008;Rajan and Reichelstein 2006;Woods 2012).…”

Section: Introductionmentioning

confidence: 99%

“…It may also alleviate within-team competition and promote cooperation Sliwka 2016, 2017). 1 In addition to subjective adjustments to objective performance measures, such as discretionary discounts or premiums by a superior (Cheng and Coyte 2014;Woods 2012), subjective performance evaluation may refer to assessments of specific performance dimensions, which cannot be measured objectively (i.e., work attitude or interpersonal skills), based on a superior's personal impressions and opinions (Hartmann et al 2010; Van der Stede et al 2006). In line with prior research, this paper focuses on subjective adjustments to objectively measured performance for the determination of monetary rewards as this kind of subjectivity is frequently part of compensation contracts (Höppe and Moers 2011;Ederhof 2010).…”

Section: Introductionmentioning

confidence: 99%

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The psychological effects of centrality bias: an experimental analysis

Trapp

2018

J Bus Econ

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This paper examines the psychological mechanisms that are activated by centrality bias in the context of subjective performance evaluation. Centrality bias refers to compressed evaluations of subordinates, implying that the variance in the performance of the evaluated employees is higher than the variance in the rewards determined by the superior. Based on insights from the social psychology literature, we argue that centrality bias may trigger different psychological mechanisms which affect the subordinates' willingness to exert work effort. We propose that these effects differ depending on whether employees are above-average or below-average performers. In line with our predictions, we detect a considerable asymmetry in the effects of centrality bias. In particular, we find that the relationship between centrality bias and the willingness to exert work effort is negatively mediated by controlled motivation and procedural fairness perceptions for above-average performers. For below-average performers, we find that centrality bias is positively related to procedural fairness perceptions which are, however, unrelated to the willingness to exert work effort. In addition, we shed light on the role of peer information and find that its disclosure has not a significant impact on the psychological mechanisms at work.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The psychological effects of centrality bias: an experimental analysis

Trapp

2018

J Bus Econ

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“…Usaha untuk mencoba memahami perilaku berbagi pengetahuan karyawan akan mempunyai implikasi penting untuk organisasi (Xue et al, 2011). Implikasi penting tersebut di antaranya adalah perilaku berbagi pengetahuan memiliki peran yang penting dalam mencapai keunggulan kompetitif dalam situasi bisnis yang semakin tidak pasti dan kompleks (Cheng & Coyte, 2014)…”

Section: Perilaku Berbagi Pengetahuanunclassified

“…Skema insentif yang digunakan dalam penelitian ini adalah skema insentif berbasis subjektivitas dan skema insentif berbasis pembobotan (tanpa subjektivitas). Pemakaian skema insentif tersebut dikarenakan peran karyawan dalam perilaku berbagi pengetahuan seringkali tidak bisa diukur dengan formulasi kompensasi formal (Cheng & Coyte, 2014), sehingga diperlukan formulasi kompensasi berbasis subjektivitas. Penelitian ini diharapkan dapat mengisi kesenjangan penelitian dengan menguji peran pemoderasian persepsi keadilan terhadap hubungan antara subjektivitas insentif dan perilaku berbagi pengetahuan yang dikaitkan dengan teori heuristik keadilan.…”

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Pengaruh Subjektivitas Insentif Terhadap Perilaku Berbagi Pengetahuan Dengan Dimoderasi Oleh Persepsi Keadilan

Sinaga

2019

agj

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Tujuan penelitian ini adalah menguji pengaruh subjektivitas insentif terhadap perilaku berbagi pengetahuan dengan dimoderasi oleh persepsi keadilan. Persepsi keadilan dalam penelitian ini adalah keadilan prosedural dan keadilan distributif. Penelitian ini menggunakan metode eksperimen dengan menggunakan mahasiswa Fakultas Ekonomika dan Bisnis Universitas Gadjah Mada sebagai partisipan. Jumlah partisipan dalam penelitian ini adalah 83 mahasiswa. Metode analisis yang digunakan yaitu model diskriminan dengan analisis regresi. Hasil pengujian menunjukkan bahwa persepsi keadilan memperkuat hubungan antara subjektivitas insentif dan perilaku berbagi pengetahuan.Temuan penelitian ini memperluas riset akuntansi manajerial khususnya mengenai subjektivitas insentif, persepsi keadilan, dan perilaku berbagi pengetahuan. Penelitian ini memperluas penelitian-penelitian sebelumnya dengan memasukkan variabel persepsi keadilan sebagai variabel pemoderasi. Kata Kunci : subjektivitas insentif, persepsi keadilan, perilaku berbagi pengetahuan.

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“…Hartmann and Maas 2010; Kunz and Linder 2012;Cheng and Coyte 2014;Kunz 2015;Gopalakrishnan et al 2015) and have a long tradition in other areas of social science (Finch 1987). In comparison with other types of experiments, vignette experiments are especially suited for recording perceptions, such as perceptions about fairness and trust, which are not observable traits (Kunz and Linder 2012).…”

Section: The Vignette-experiments Designmentioning

confidence: 99%

In female supervisors male subordinates trust!? An experiment on supervisor and subordinate gender and the perceptions of tight control

Johansson

Wennblom

2017

J Manag Control

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Little attention has been directed towards the role of gender in the supervisor-subordinate dyad that is the very fundament of management control. We argue that gender roles and the roles implied in the supervisor-subordinate relationship are powerful concepts that need to be incorporated in research to better understand the reactions and perceptions of management controls. The article contributes to this line of research by developing and testing hypotheses related to gender differences in supervisor-subordinate dyads and the resulting perceptions of evaluation fairness and trust in management under a tight control regime. In a vignette experiment where only the name of the supervisor was changed to a typical female or male name for female and male subordinates (respondents)(2 × 2), we find that female (male) subordinates demonstrate more negative (positive) attitudes towards evaluation fairness and that male subordinates with a female supervisor put more trust in management than males with a male supervisor and females with a female supervisor.

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The effects of incentive subjectivity and strategy communication on knowledge-sharing and extra-role behaviours

Cited by 46 publications

References 37 publications

The psychological effects of centrality bias: an experimental analysis

The psychological effects of centrality bias: an experimental analysis

Pengaruh Subjektivitas Insentif Terhadap Perilaku Berbagi Pengetahuan Dengan Dimoderasi Oleh Persepsi Keadilan

In female supervisors male subordinates trust!? An experiment on supervisor and subordinate gender and the perceptions of tight control

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