Professional Documents
Culture Documents
Strategic Reward Systems
Strategic Reward Systems
Strategic Reward Systems
HR Management
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Non-financial Rewards
1. Intrinsic Rewards centers on the work itself 2. Praise, recognition, time off and other rewards given to the employee by peers or superiors.
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Training
Overtime pay rules in contract
Culture
Merit pay reinforces performance culture
Labor Relation s
Rewards
Sign-on Bonus
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Theoretical Models of Pay and Performance: Equity theory (Adams, 1963) Is/Os
versus
Ir/Or
O = Outcomes: the type and amount of rewards received I = Inputs: R = Referent: S = Subject: employees contribution to employer comparison person the employee who is judging the fairness of the exchange
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Case 1: Equity -- pay allocation is perceived to be to be fair - motivation is sustained Case 2: Inequity (Underpayment) -- Employee is motivated to seek justice. Work motivation is disrupted. Case 3: Inequity (Overpayment) -- Could be problem. Inefficient. In other cultures employees lose face.
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Consequences of Inequity
The employee is motivated to have an equitable exchange with the employer. To reduce inequity, employee may
Reduce inputs (reduce effort) Try to influence manager to increase outcomes (complain, file grievance, etc.) Try to influence co-workers inputs (criticize others outcomes or inputs) Withdraw emotionally - or physically (engage in absenteeism, tardiness, or quit)
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There is tension between internal and external pay equity: Decide where to place the emphasis. Example: In and out versus lifelong employment system Let employees know who their pay referents are in the pay system: identify pay competitors and internal pay comparators. Strive for consistent pay allocations Monitor internal pay structure and position in the labor market for consistency.
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Agency Theory
Agency theory is a theory of governance in the workplace. It tries to solve the problem of separation of ownership (atomistic shareholders) and control (professional executives and non-owners) It also tries to solve conflicts of interest between managers and employees with delegated responsibilities.
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Agency Theory
1. Principals = owners or managers who delegate responsibilities 2. Agents = managers or employees who manage firm assets for owners or other principals. 3. Information asymmetry = managers or other agents have greater access to strategic information than principals, who are not willing to bear the cost of directly monitoring the agents due to steep agency costs.
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Agency Theory
4. Risk Preferences principals are risk neutral and willing to bear greater risks than agents because their asset wealth is more likely to be diversified between corporate assets and other equities/investments. Agents are more risk averse than principals, because most of their wealth is concentrated in the firm and received in the form of pay and opportunities for promotion.
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Agency Theory
5. Moral Hazard agent is tempted (and some cases succeeds) in taking advantage of information asymmetry with principal and act opportunistically (defined as making decisions not aligned with principals interests) and use the firm resources to maximize wealth of the agent (often at the expense of the principal).
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Agency Theory
6. Agency Contract provides solution to moral hazard/agency problem, by establishing rules of the game to control agent opportunism agents performance will be judged by outcomes (often financial benchmarks) not behaviors (which require direct supervision of agents actions). These outcomes will reflect principals goals and risk preferences.
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Agency Theory
7. Incentive alignment the agency contract will specify a compensation plan that aligns the interests of the principal and agent. This agency contract will be a type of pay for performance plan. Meeting or exceeding preagreed upon financial or non-financial outcomes triggers various forms of compensation (individual or group-based) for the agent. Some agency costs are borne by the principal in the form of financial incentives for the agent.
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Tournament Theory
1. Tournaments are competitions between peers to achieve a promotion to a higher rank along with the pay and perks that go with it. 2. Tournaments are likely to result in a winner take all outcome. 3. Managers who enter the tournament must forego other alternatives (such as jobs with other firms, start own business, receive more pay with an alternative opportunity) to compete in the tournament.
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Tournament Theory
4. A high pay differential (such as the CEO receiving much greater pay than any subordinates) attracts more players to the tournament. 5. Players must invest (work long hours, accept less pay, show loyalty to their boss) to enter the tournament firm captures value from these players, more than what it gives up to the winner for the prize.
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