The effect of relative performance feedback on individual performance in team settings under group-based incentives

Sánchez-Expósito, María J.; Naranjo‐Gil, David

doi:10.1080/00014788.2020.1712548

Cited by 3 publications

(1 citation statement)

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“…The literature on management control has focused on formal controls such as incentive schemes and performance feedback to explain employee cooperation in workgroups (e.g., Farrar et al, 2015; Kelly, 2010; Libby & Thorne, 2009; Sánchez‐Expósito & Naranjo‐Gil, 2020; Thomas & Thornock, 2021). While formal controls can be effective in promoting desired behaviour, informal controls can complement them and help explain employees' behaviour (Berry et al, 2009; Heinle et al, 2012), particularly their willingness to cooperate in workgroup settings (Chen & Chen, 2011; Van Lange, 1999; Weber et al, 2004).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Group budget‐based bonus scheme and group cooperation: The role of social value orientation, goal alignment, and group identity

Braga Aguiar,

Dieng,

Guerreiro

2023

Accounting & Finance

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In a workgroup setting, we use a quasi‐experiment to examine whether and why proself rather than prosocial employees benefit more from high group identity to foster group cooperation. We validate the goal‐transformation hypothesis that proself rather than prosocial employees benefit more from high group identity. Consistent with the goal‐expectation hypothesis, we show that goal alignment explains why proself rather than prosocial employees benefit more from high group identity. The main implication of our results is that, when group identity is high, proself employees reinforce their strategic behaviour to cooperate with the group to obtain higher individual payoffs through greater goal alignment.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

Group budget‐based bonus scheme and group cooperation: The role of social value orientation, goal alignment, and group identity

Braga Aguiar,

Dieng,

Guerreiro

2023

Accounting & Finance

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Quantifying the social loafing led productivity issues in architecture, engineering and construction project teams

Maqbool,

Shaji

2024

ECAM

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PurposeArchitecture, engineering and construction (AEC) industry is one of the vast industries with a lot of productivity issues within. Teams as an integral part of the industry face many problems, of which social loafing is considered as a barrier. This research deals with a few barriers that contribute to social loafing leading to productivity challenges in the AEC industry. There are three major barriers identified as contributors to social loafing which also induces productivity challenges in the industry, from the literature study: cultural diversity, task invisibility and distributive justice.Design/methodology/approachThe study adopted the quantitative questionnaire survey method approach, for which the respondents were selected globally through snowball sampling and a total of 443 responses were gathered. Different analysis approaches like the correlation coefficient, and structural equation modeling (SEM), were taken to analyze the survey data.FindingsThe SEM results showed that mediation factor, social loafing, is directly related to AEC productivity challenges and acts as a mediation for barriers like cultural diversity and task invisibility. Distributive justice was not found to have a direct relationship with AEC productivity challenges or even through social loafing.Originality/valueThis study could be beneficial for the CEOs, general managers and directors as they can use this study to encourage an employee friendly environment. Also, industry experts like engineers, architects, project managers can access this study to further improve the organizational culture and instill better employee values.

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The Impact of Team Identity and Gender on Free-Riding Responses to Fear and Cooperation Sustainability

Gómez-Ruiz

Sánchez-Expósito

2020

Sustainability

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This study explores the interaction effect of team identity and gender on free-riding responses to fear and cooperation sustainability in a social dilemma situation. Based on differences in inequity aversion, risk preferences, and reaction to competition between men and women, we predict that team identity reduces free-riding behaviors among men when they feel fear to be exploited by others teammates that free-ride, but that it does not affect women in this way. Consequently, we also predict that the effect of team identity on cooperation sustainability differs between the two genders. We conducted an experiment in which dominant incentives to free-ride were held constant over 30 periods and where agents had to make a decision between cooperation and free-riding in each period. After each decision, agents received teammates’ contribution and earnings, which facilitates that agents identify whether their team members free-ride. Our findings show no effect for team identity on free-riding response to fear among women. However, team identity affects free-riding response to fear among men, which positively impacts cooperation sustainability.

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The effect of relative performance feedback on individual performance in team settings under group-based incentives

Cited by 3 publications

References 50 publications

Group budget‐based bonus scheme and group cooperation: The role of social value orientation, goal alignment, and group identity

Group budget‐based bonus scheme and group cooperation: The role of social value orientation, goal alignment, and group identity

Quantifying the social loafing led productivity issues in architecture, engineering and construction project teams

The Impact of Team Identity and Gender on Free-Riding Responses to Fear and Cooperation Sustainability

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