Textbook Notes (369,137)
Canada (162,407)
Commerce (1,696)
Chapter 9

Human Resources – Chapter 9

3 Pages

Course Code
Aaron Schat

This preview shows page 1. Sign up to view the full 3 pages of the document.
Human Resources – Chapter 9: Recognizing Employee Contributions with Pay Even a heavily unionized government organization can use incentive compensation to motivate performance. Pay for performance – variable forms of pay designed to recognize and reward employees’ performance that are based on measures of individual or group contributions to the organization’s success; sometimes called incentive pay, variable pay or performance based pay. Employees pay does not depend solely on job. How Does Pay Influence Individual Employees? Pay plans are typically used to energize, direct or control employee behavior. 3 theories help explain compensation’s effects: reinforcement, expectancy and agency theories. Reinforcement Theory Aresponse followed by a reward is more likely to recur in the future. Expectancy Theory Expectancy theory – the theory that says motivation is a function of valence, instrumentality and expectancy. Behaviors can be can be described as a function of ability and motivation. Valence perceptions are perceived value of rewards being offered versus behaviors expected by the organization. Instrumentality is the link between behaviors and pay. Valence pay outcomes should remain the same under diff pay systems. Agency Theory Agency theory – a theory focusing on the divergent interests and goals of the organization’s stakeholders and the ways that employee compensation can be used to align these interests and goals. Agency costs are created – the interests of the principals (owners) and their agents (managers) may no longer converge. Principal – a person (i.e. owner) who seeks to direct another person’s behavior. Agent – a person (i.e. manager) who is expected to act on behalf of a principal. Agency costs can arise from principals and agents having different goals (goal incongruence), and principals having less than perforce information on the degree to which the agent is pursuing and achieving the principal’s goals (information asymmetry). Behavior based contracts do not transfer risk to the agent. Outcome oriented contracts do. Factors affecting what contract an organization should use: risk aversion, outcome uncertainty, job programmability, measurable job outcomes, ability to pay and tradition. All 3 of these theories focus on how behavior reward contingencies can shape behaviors. How Does Pay Influence Labor Force Composition? Membership behaviors are decisions employees make about whether to join an organization or remain with an organization. Using pay to recognize employee contributions has been thought of a way to influence the behaviors and attitudes of employees, whereas pay level and benefits have been seen as a way to influence membership behaviors. Pay-for-Performance Programs Acombination of programs for compensating employees is often the best solution. Programs for recognizing employee contributions differ according to 3 features: payment method, frequency of payout and ways of measuring performance. 2 contingencies influencing whether pay programs fit the situation: management style and type of work. Merit Pay Merit pay – annual increases to base pay that are usually linked to performance appraisal ratings. Basic Features: Many merit pay programs work off a merit increase grid – a grid that combines an employees performance rating with the employee’s position in a pay range to determine the size and frequency of his or her pay increases. Factors are the individuals performance rating and their compa-ratio. One reason for factoring in the compa-ratio is to control compensation costs and maintain the integrity of the pay structure. In controlling compensation costs, another factor that requires close attention is the distribution of performance ratings. Criticisms of Traditional Merit-Pay Programs Deming argued that the individual focus of merit pay discourages teamwork. If the performance measure is not perceived as being fair and accurate, the entire merit pay program can break down. Process issues appear to be important in administering merit pay. Employees appear to assess fairness alon
More Less
Unlock Document

Only page 1 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.