Attitudes towards benefits among entrepreneurial employees

Carraher, Shawn M.; Hart, Darren E.; Carraher, Charles E.

doi:10.1108/00483480310498666

Cited by 17 publications

(6 citation statements)

References 27 publications

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“…Another vein for research would focus on examining how similar or different the results found here might be across other cultures and regions of the world (Carraher, 2003; Carraher et al , 2003a, b). It might also be useful, for example, to examine whether individuals from different countries perceive performance and reward problems in the same manner (Carraher and Buckley, 1996) and whether cultural differences influence the effectiveness of socialization processes, and subsequent performance, of new employees (Buckley et al , 1998, 2002) and internal hires (Bradley, 2006).…”

Section: Discussionmentioning

confidence: 99%

Are pay satisfaction and pay fairness the same construct?

Scarpello

Carraher

2008

Baltic Journal of Management

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PurposeThe purpose of this study is to test the extent to which pay satisfaction is equivalent to perceptions of pay fairness in order to call to attention the need for care in designing instruments in order to lessen the likelihood of the confounding of concepts within measures as has been in numerous previous studies.Design/methodology/approachQuestionnaire data were collected as part of a larger project seeking to understand the customer service behaviors of business owners for four groups of self‐employed business owners from Latvia, Germany, the UK, and the USA.FindingsIt is found that while pay satisfaction and pay fairness are not the same construct, with the exception of internal pay comparisons, the self‐employed may not distinguish between pay fairness and pay satisfaction in a meaningful manner.Research limitations/implicationsAll four of the samples included in the current study had limited control over their compensation as the economy and industry are the most powerful influences on the income of the self‐employed in small businesses. It might prove useful to examine whether these results hold true for individuals with highly variable compensation.Practical implicationsOrganizations should not assume that individuals naturally differentiate between pay fairness and pay satisfaction. It also would appear that there are few differences in the perceptions between the self‐employed based upon country of origin.Originality/valueWhile many studies have been performed on pay fairness and pay satisfaction that have assumed that they are distinct constructs, this is the first study to use a multi‐step process in order to systematically and empirically examine the degree to which they are similar. This is done across four countries and with a sample of self‐employed business people – a group rarely examined in human resource research.

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Section: Discussionmentioning

confidence: 99%

Are pay satisfaction and pay fairness the same construct?

Scarpello

Carraher

2008

Baltic Journal of Management

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“…(3) Rewards and reinforcement comprise the extent to which the organization implements schemes to offer its workers rewards in recognition of entrepreneurial undertakings and success. There is evidence to show that the characteristics of varying reward systems could influence individuals' conceptualization of benefits (Carraher et al, 2003), encourage them to take risks and innovate, and also have a powerful influence on their tendencies to behave in entrepreneurial ways. Specifically, if an individual is rewarded for displaying entrepreneurial behavior, he or she is more likely to engage in innovative, proactive, and moderate risk-taking behavior (Monsen et al, 2010).…”

Section: Organizational Support For the Intrapreneurial Behavior Of Employeesmentioning

confidence: 99%

Understanding employees’ intrapreneurial behavior: a case study

Badoiu

Segarra‐Ciprés

Tena

2020

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Purpose The purpose of this paper is to provide a deeper insight into the organizational factors and personal motivations of intrapreneurs that may foster intrapreneurial behaviors of employees in a new technology-based firm (NTBF). Design/methodology/approach The paper takes a qualitative approach to explore organizational and individual antecedents of employees’ intrapreneurial behavior. A single case study was conducted on the basis of semi-structured interviews with the founders and top managers of the firm and with intrapreneurial employees. Findings Results show that intrapreneurial projects may arise in firms whose top managers support corporate entrepreneurship (CE) in a non-active manner. Intrapreneurial behaviors of employees can emerge despite the lack of time and limited resources available for undertaking projects. Moreover, work discretion and mutual confidence and the quality of the relationship between employees and top managers are the most valued factors for intrapreneurs. Practical implications Based on the intrapreneurial projects studied, this paper helps to contextualize intrapreneurs’ perception of organizational support and the personal motivations for leading projects within an NTBF. Originality/value Traditionally, the literature has mainly focused on the top-down implementation of entrepreneurial projects within large firms. This paper contributes to the understanding of the combination of firm- and individual-level factors that facilitate intrapreneurial behaviors of employees. It also illustrates the contextual conditions and the firms’ orientation on CE within an NTBF.

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“…More recently, the compensation literature has begun to explore the incentive effects of benefits. The management literature suggests that dissatisfaction with benefits may result in general job dissatisfaction, higher levels of absenteeism, and lower levels of performance (Carrahar, Hart, & Carrahar, 2003). Even and Macpherson (2001) posit that benefits can affect productivity by altering employees' incentives to invest in firm-specific knowledge.…”

Section: Compensation Objectives and Benefitsmentioning

confidence: 99%

Compensation Objectives and Business Unit Pay Strategy

Gerakos

Ittner

Moers

2017

Journal of Management Accounting Research

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This study investigates the effects of attraction, retention, and incentive objectives on business unit pay strategies in 173 European business units.Compensation theories provide conflicting implications regarding the use of various pay practices to achieve these objectives. We find that the positioning of cash pay levels relative to the labor market, the provision of benefits, and the breadth of employee eligibility for cash incentive plans and equity grants vary with the compensation objectives being pursued. Our evidence also suggests that some of these pay practices are complements while other are substitutes. Our ability to tie firms' objectives to elements of pay provides more direct evidence on how compensation policies are formed. Moreover, our evidence highlights the need to consider multiple compensation objectives when setting and studying pay strategies.

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Attitudes towards benefits among entrepreneurial employees

Cited by 17 publications

References 27 publications

Are pay satisfaction and pay fairness the same construct?

Are pay satisfaction and pay fairness the same construct?

Understanding employees’ intrapreneurial behavior: a case study

Compensation Objectives and Business Unit Pay Strategy

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