Employee involvement and group incentives in manufacturing companies: a multi‐level analysis

Abstract

The effects of employee involvement and group incentives on organisational commitment and turnover intention were examined using data from a survey of over 4,000 employees in 29 manufacturing companies. Using the mediated moderation model, we investigated the moderating role of capital intensity on the relationships between employee involvement and group incentives and these outcomes, and the mediating role of organisational commitment on the effects of employee involvement and group incentives on turnover intention. The findings revealed that employee involvement is more effective in capital‐intensive companies than in labour‐intensive companies, but group incentives are more effective in labour‐intensive companies. The moderated effects on turnover intention were mediated through organisational commitment. Implications for company policies and future research are discussed.

Enhancing knowledge exchange and combination through HR practices: reflexivity as a translation process

“…g . Takeuchi et al ., ; Park et al ., ). Using McGraw and Wong's () formula, the ICC(1) values were as follows: learning‐enhancing employment practices (0.07), task interdependence (0.04), reflexivity (0.08) and KEC (0.03).…”

“…Although there is no standard threshold for ICC(1) values, the threshold of 0.12 (James, 1982) has been widely used (e.g. Takeuchi et al, 2007;Park et al, 2010). Using McGraw and Wong's (1996) formula, the ICC(1) values were as follows: learning-enhancing employment practices (0.07), task interdependence (0.04), reflexivity (0.08) and KEC (0.03).…”

Exploring the link between top‐down information sharing and organisational performance: the moderating role of flexible manufacturing strategy

“…The firms were classified into four industries (general machine, automobile, communication equipment and ship-building) on the basis of the Korean Standard Industrial Classification. This study also controlled for wage level because highly compensated employees may be more committed to the firm (Park et al, 2010), and more committed employees may actively engage in OCB. HR managers were asked to compare the average wage level in their firms with the average wage level in their competitors.…”

Group incentives and financial performance: the moderating role of innovation

“…The use of group incentive practices signals to employees that the organisation values their input and recognises their contribution to achieving its goals through financial rewards (Park et al ., ). Whitener () argued that ‘employees interpret organizational actions such as human resource practices and the trustworthiness of management as indicative of the personified organization's commitment to them’ (p. 516).…”