More than just the mean: Moving to a dynamic view of performance-based compensation.

Barnes, Christopher M.; Reb, Jochen; Ang, Dionysius

doi:10.1037/a0026927

Cited by 37 publications

(44 citation statements)

References 53 publications

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“…Following the principles outlined by Barnes et al (2012), a trend analysis was conducted for participants' levels of explicit and implicit PsyCap and OV. Specifically, for the four variables (explicit and implicit PsyCap and explicit and implicit OV), time 2 values were regressed on time 1 values, and time 3 values were regressed on time 2, using standard linear regression.…”

Section: Methodsmentioning

confidence: 99%

The Role and Reprocessing of Attitudes in Fostering Employee Work Happiness: An Intervention Study

Williams

Waters

2017

Front. Psychol.

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This intervention study examines the iterative reprocessing of explicit and implicit attitudes as the process underlying associations between positive employee attitudes (PsyCap), perception of positive organization culture (organizational virtuousness, OV), and work happiness. Using a quasi-experimental design, a group of school staff (N = 69) completed surveys at three time points. After the first assessment, the treatment group (n = 51) completed a positive psychology training intervention. Results suggest that employee PsyCap, OV, and work happiness are associated with one another through both implicit and explicit attitudes. Further, the Iterative-Reprocessing Model of attitudes (IRM) provides some insights into the processes underlying these associations. By examining the role and processes through which explicit and implicit attitudes relate to wellbeing at work, the study integrates theories on attitudes, positive organizational scholarship, positive organizational behavior and positive education. It is one of the first studies to apply the theory of the IRM to explain associations amongst PsyCap, OV and work happiness, and to test the IRM theory in a field-based setting. In applying attitude theory to wellbeing research, this study provides insights to mechanisms underlying workplace wellbeing that have not been previously examined and in doing so responds to calls for researchers to learn more about the mechanisms underlying wellbeing interventions. Further, it highlights the need to understand subconscious processes in future wellbeing research and to include implicit measures in positive psychology interventions measurement programs. Practically, this research calls attention to the importance of developing both the positive attitudes of employees and the organizational culture in developing employee work happiness.

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Section: Methodsmentioning

confidence: 99%

The Role and Reprocessing of Attitudes in Fostering Employee Work Happiness: An Intervention Study

Williams

Waters

2017

Front. Psychol.

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“…Some studies operationalized task performance using a single performance measure (e.g., points scored per game, see Barnes et al 2012). Although that approach is reasonable, we decided to follow a previous study (see Frey et al 2013) that operationalized task performance by constructing an aggregated measure that considers that basketball players have to perform several tasks simultaneously on the court (e.g., defending opposing players, rebounding the ball, scoring).…”

Section: Task Performancementioning

confidence: 99%

The Relationship Between Employees’ Objective Internal and External Pay Standing and Their Job Performance: A Within-Person Analysis

Sieweke

Köllner²,

Süß

2016

J Bus Psychol

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Purpose Researchers have paid little attention to the relationship between employees' objective internal and external pay standing and their job performance. Moreover, few studies have considered that employees' objective pay standing is dynamic; that is, it changes over time. In this study, we analyze the relationship between changes in employees' objective internal and external pay standing and their job performance. Design/Methodology/Approach We test the hypotheses using data for players in the National Basketball Association over a period of 12 seasons (n = 4830). Findings Decreases in employees' objective internal and external pay standing are negatively related to their task performance. Furthermore, decreases in employees' objective internal pay standing, but not in their external pay standing, are negatively related to their contextual performance. Implications Analyzing the relationship between changes in employees' objective internal and external pay standing and their job performance adds to our understanding of the individual-level consequences of pay dispersion. Originality/Value This is one of the first studies to analyze the relationship between employees' objective internal and external pay standing and their job performance. Moreover, this is one of the first studies that considers that employees' objective internal and external pay standing changes, for example, because the external and internal labor markets change. The study contributes to research on employee compensation and salary, and to research on pay disparities.

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“…To date, this effect has primarily been assumed but not actually assessed (e.g., Barnes, Reb, & Ang, 2012;Hausknecht et al, 2011;Reb & Cropanzano, 2007); our direct test of this effect provides not only empirical validation, but also leads to the insight that naïve extrapolation may operate differently in different cultures or for different cognitive styles. Finally, our work carries theoretical implications for research on trends more generally.…”

Section: Discussionmentioning

confidence: 81%

What goes up must . . . Keep going up? Cultural differences in cognitive styles influence evaluations of dynamic performance.

Ferris¹,

Reb²,

Lian³

et al. 2018

Journal of Applied Psychology

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Past research on dynamic workplace performance evaluation has taken as axiomatic that temporal performance trends produce naïve extrapolation effects on performance ratings. That is, we naïvely assume that an individual whose performance has trended upward over time will continue to improve, and rate that individual more positively than an individual whose performance has trended downward over time -even if, on average, the two individuals have performed at an equivalent level. However, we argue that such naïve extrapolation effects are more pronounced in Western countries than Eastern countries, owing to Eastern countries having a more holistic cognitive style. To test our hypotheses, we examined the effect of performance trend on expectations of future performance and ratings of past performance across two studies:Study 1 compares the magnitude of naïve extrapolation effects among Singaporeans primed with either a more or less holistic cognitive style, and Study 2 examines holistic cognitive style as a mediating mechanism accounting for differences in the magnitude of naïve extrapolation effects between American and Chinese raters. Across both studies, we found support for our predictions that dynamic performance trends have less impact on the ratings of more holistic thinkers.Implications for the dynamic performance and naïve extrapolation literatures are discussed.

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More than just the mean: Moving to a dynamic view of performance-based compensation.

Cited by 37 publications

References 53 publications

The Role and Reprocessing of Attitudes in Fostering Employee Work Happiness: An Intervention Study

The Role and Reprocessing of Attitudes in Fostering Employee Work Happiness: An Intervention Study

The Relationship Between Employees’ Objective Internal and External Pay Standing and Their Job Performance: A Within-Person Analysis

What goes up must . . . Keep going up? Cultural differences in cognitive styles influence evaluations of dynamic performance.

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