Attitudes of Group Incentive Participants

Abstract

Using expectancy theory, this study investigated (1) the mediating roles of job satisfaction and organizational commitment in the relationship between group-incentive participation and turnover intention and (2) the moderating role of human capital level in these relationships. Although a few studies have found group-incentive participation to be closely related to individual employees' attitudes, the field knows little about the mechanisms that drive this relationship and the role of human capital level in these relationships. The findings of this study provide evidence that job satisfaction and organizational commitment mediated the relationship between group-incentive participation and turnover intention. Cross-level analyses showed that these relationships were stronger in companies with more human capital than in companies with less human capital. The findings provide insight into how group incentives affect employees' attitudes and suggest that organizations with more human capital would benefit more from introducing group incentives actively.

Rewards and faculty turnover: An individual differences approach

“…Different studies related to TI have followed Cotton and Tuttle (1986) and Griffeth et al (2000), using different moderating variables (i.e. Froese et al, 2019;Juma & Lee, 2012;Kwon & Rupp, 2013;Park, 2012;Wei, 2015;Williams et al, 2008Williams et al, , 2006. De Gieter and Hofmans (2015) suggested using moderating and mediating variables in the analysis of individual differences and TI, and recommended to use age, seniority, and education level as differentiating characteristics of groups of employees.…”

One Size Does Not Fit All: Organizational Rewards, Managerial Experience, and Employee Retention in Entrepreneurial New Ventures

“…Second, by theorizing and empirically demonstrating the moderating effect of managerial experience as a human capital variable on the contingent relationships between relative pay level and non-financial rewards on employee retention, we enrich our knowledge of human capital beyond its main and two-way interaction effects commonly examined in entrepreneurship (e.g., Chowdhury & Schulz, 2022; Ucbasaran et al, 2008; Zarutskie, 2010) and human resource management research (Bau & Dowling, 2007; Park, 2012; von Bonsdorff, 2011). Moreover, by highlighting the role of employees’ human capital in employee retention in entrepreneurial new ventures, our research contributes to the existing entrepreneurship literature which predominantly focuses on the influence of entrepreneurs’ or founding team members’ human capital on entrepreneurial outcomes (Amaral et al, 2011; Colombo & Grilli, 2005; Dimov & Shepherd, 2005; Manolova et al, 2007).…”