Performance pay in Canadian and Australian firms: a comparative study

Long, Richard J.; Shields, John

doi:10.1080/09585190500298370

Cited by 60 publications

(40 citation statements)

References 52 publications

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“…Finally, profit-sharing systems may be more successful in creating a mutuality of interest when the group under the profit-sharing system is small and cohesive. However, empirical research has invariably found that profit-sharing systems are more common in larger organizations, possibly due to large fixed set-up costs (Kruse 1993;Long and Shields 2005). Nevertheless, since the proposition related to membership size has been central in much of the literature, we include it in our analysis.…”

Section: Theoretical Frameworkmentioning

confidence: 96%

Personnel knowledge of the pay system, pay satisfaction and pay effectiveness: evidence from Finnish personnel funds

Sweins¹,

Kalmi²,

Hulkko-Nyman³

2009

The International Journal of Human Resource Management

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Using data collected from over 1,000 individuals in 30 Finnish personnel funds, we study the links between pay knowledge, pay satisfaction and pay effectiveness. We find consistent evidence that higher levels of pay knowledge are associated with improved pay satisfaction and perceived pay effectiveness at the organizational level. We find that pay knowledge has an independent impact on organizational outcomes, rather than being mediated through pay satisfaction. Finally, comparing measures of actual pay knowledge and perceived pay knowledge, we find that the measures of actual knowledge were better connected to the outcomes. This last result suggests that to reliably estimate the relationship between pay knowledge and pay effectiveness researchers should prefer measures of actual knowledge.

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Section: Theoretical Frameworkmentioning

confidence: 96%

Personnel knowledge of the pay system, pay satisfaction and pay effectiveness: evidence from Finnish personnel funds

Sweins¹,

Kalmi²,

Hulkko-Nyman³

2009

The International Journal of Human Resource Management

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“…A number of studies have found a negative association between union recognition for collective bargaining and the adoption of variable pay linked to appraisal ( e.g. Gunnigle et al ., 1998; Long and Shields, 2005). Although a rise in individualist PPMS has taken place in unionised as well as non‐union workplaces ( e.g.…”

Section: Variations In Pay and Performance Management Approachesmentioning

confidence: 99%

Performance and reward practices in foreign multinationals in the UK

Ferner

Almond

2012

Human Res Mgmt Journal

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This article examines variability in pay and performance management systems (PPMS) across foreign multinational companies (MNCs) in the UK, using a representative survey. It examines factors shaping PPMS for two groups, managers and the largest occupational group (LOG). It finds that US MNCs tend to have more PPMS practices in combination than do non‐US firms, but that for individual items nationality has relatively low influence, particularly for LOG. Other key factors in PPMS vary by employee group: for managers, international HR structural mechanisms for networking, organisational learning and the transmission of a global HR philosophy are important. For LOG, collective bargaining coverage is crucial. The article discusses the implications of the findings for ‘contingency’ approaches to HR ‘architecture’.

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“…In terms of the cross-regional studies, it was notable that a few articles assessed the extent to which HRM practices from the 'ideal types' of market economies (Hall and Soskice 2001) were converging towards each other (Carr and Pudelko 2006;Pudelko 2006). Similarly, it was explored whether, for instance, pay practices across liberal market economies were becoming more identical (Long and Shields 2005). The majority of studies with a regional focus concentrated on the European economic region (8), while the remainder was within Asia (4).…”

Section: Thematic Focimentioning

confidence: 99%

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

Cooke

Veen

Wood

2016

The International Journal of Human Resource Management

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Significant progress has been made in the research on variations in human resource management (HRM) across national boundaries, in both the quantity of studies and theoretical advancements since the mid-1980s. The aim of this paper is to provide a systematic review of existing literature on cross-country comparative studies of HRM as an important strand of the international HRM field in order to shed new light on dominant key concerns and themes, and emerging syntheses. More specifically, we conducted a systematic review of cross-country comparative HRM studies published in academic journals in the English language in the 15-year period of 2000-2014. Our paper charted the development of cross-country comparative studies of HRM as a sub-field of HRM research. Our analysis of 125 articles from 30 business and management journals shows the countries/regions that have been studied, topics, and research methods used. We also highlight a number of research avenues for further study in this field. Although there are a number of distinct strands to the literature, our study concludes that there is an emerging common ground in underlying concerns and theoretical assumptions both within the field, and with other areas of management inquiry.

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Performance pay in Canadian and Australian firms: a comparative study

Cited by 60 publications

References 52 publications

Personnel knowledge of the pay system, pay satisfaction and pay effectiveness: evidence from Finnish personnel funds

Personnel knowledge of the pay system, pay satisfaction and pay effectiveness: evidence from Finnish personnel funds

Performance and reward practices in foreign multinationals in the UK

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

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