“…Further, international research has found that human resource practices that threaten or support those needs-thus creating the pressures leading to the curvilinear performance-turnover relationship-exist in a wide range of countries. Pay-for performance systems, which reward the top and penalize the bottom, have been studied in culturally divergent countries, such as China (Buck, Liu, & Skovoroda, 2008;Du & Choi, 2010), India (Kingdon & Teal, 2007), Italy (Origo, 2009), Japan (Beatty, McCune, & Beatty, 1988;Hatvany & Pucik, 1981), Rwanda (Kalk, Paul, & Grabosch, 2010), and Spain (Bayo-Moriones, Galdon-Sanchez, & Martinez-de-Morentin, 2010). The spread of U.S.-based multinational corporations has also brought pay-for-performance norms around the world, as at the corporation studied by DeVoe and Iyengar (2004) that used the system in Argentina, Brazil, Mexico, Philippines, Taiwan, and the United States.…”