More Similar Than Different: Experimental Evidence on the (In) Significance of Gender for the Effect of Different Incentives on Compliance Behavior (original) (raw)
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The main purpose of this article is to show dependencies between education and gender based on selected motivation factors. In order to obtain relevant data, the questionnaire method was used. In the years 2013–2016, 26,416 respondents participated. Descriptive statistics was used for data processing; the relationship between two categorical variables was verified by the chi-quadrate test and Tukey’s HSD test. The results of the research proved the hypotheses; i.e. that there are significant differences in motivation factors among Slovak employees related to their gender and education. The most significant motivation factors included basic salary, job security and a good working team. The paper presents an original verifiable methodology that can be used in research of a similar focus in other European countries. The research results point to the potential of various alternatives for business managers responsible for preparing incentive motivation programmes related to the analysed ...
The Effects of Incentives on Workplace Performance: A Meta-analytic Review of Research Studies 1
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A meta-analytic review of all adequately designed field and laboratory research on the use of incentives to motivate performance is reported. Of approximately 600 studies, 45 qualified. The overall average effect of all incentive programs in all work settings and on all work tasks was a 22% gain in performance. Team-directed incentives had a markedly superior effect on performance compared to individually-directed incentives. This effect was not influenced by the location of the study (business, government, or school), the competitive structure of the incentive system (programs where only the highest performers get incentives versus programs where everyone who increased performance receives incentives), the type of study (whether the study was a laboratory experiment or a field study), or the performance outcome (quality, quantity, or both). In these studies, money was found to result in higher performance gains than non-monetary, tangible incentives (gifts, travel). More research is needed on the relative cost-benefit of cash and gift incentives, and the way different types of tangible incentives are selected. Long-term programs led to greater performance gains than shorter-term programs did, and somewhat greater performance gains were realized for manual than for cognitive work. Explanations based on cognitive psychological principles accompany each of the analyses.
Differential Effects of Incentive Motivators on Work Performance
Academy of Management Journal, 2001
In this field experiment, we first compared the performance effects of money systematically administered through the organizational behavior modification (O.B. Mod.) model and routine pay for performance and then compared the effects of O.B. Mod.administered money, social recognition, and performance feedback. The money intervention based on the O.B. Mod. outperformed routine pay for performance (performance increase = 37% vs. 11%) and also had stronger effects on performance than social recognition (24%) and performance feedback (20%). Although behavioral management, as a systematic approach to increasing employee effectiveness, was formulated about 25 years ago (e.g., Luthans & Kreitner, 1975), organizations are generally not using contingent incentive motivators to manage workers' day-today task-related behaviors and to improve productivity (Davis-Blake & Pfeffer, 1989; Ilgen, Major, & Tower, 1994). Moreover, the use of various incentives to enhance work performance is mostly ignored or, at best, assumed to be handled with existing pay, benefits, or year-end profit sharing or bonus plans (Kerr, 1999; Stajkovic & Luthans, 1997). Among the models proposed within the conceptual framework of behavioral management (e.g., Scott & Podsakoff, 1985), the organizational behavior modification (O.B. Mod.) model (Luthans & Kreitner, 1985) has been frequently used to foster the effectiveness of various incentive motivators in different types of organizations (Stajkovic & Luthans, 1997). Based on the principles of behavior modification (Bandura, 1969), the O.B. Mod. model provides a five-step framework for identifying, measuring, analyzing, contingently intervening in, and evaluating employees' task behaviors aimed at performance improvement. In a recent meta-analysis (Stajkovic & Luthans, 1997), we examined the empirical findings over the past 20 years that pertain to the effectiveness of various interventions when applied through the O.B. Mod. model and This study was partially funded by a basic research grant from the Society for Human Resources Management (SHRM) Foundation. The interpretations, conclusions, and recommendations, however, are those of the authors, and do not necessarily represent those of the Foundation.
Why good job performance may (not) be rewarded: Sex Factors and Career Development
Journal of Vocational Behavior, 1978
An experiment tested the effects of three sex variables on managerial career evaluations. The variables were sex of evaluator, sex of manager (evaluatee), and predominate sex of manager's subordinates. Each subject evaluated four managers, one in each possible combination of the last two independent variables, in an "in basket" format. All four situations included comparable managerial performance data. Subjects evaluated each manager in terms of size of a deserved salary increase, probable performance if promoted, promotability, and probability of attaining S-year tenure. There were no differences in evaluations between male and female evaluators. Manager's sex and predominate subordinate sex frequently interacted. The interactions were interpreted as a sex-matching bias which can inappropriately benefit managers of opposite sex subordinates and hinder careers of managers with subordinates of their own sex.
2015
A meta-analytic review of all ad-equately designed field and laboratory research on the use of incentives to motivate performance is reported. Of approximately 600 studies, 45 quali-fied. The overall average effect of all incentive programs in all work settings and on all work tasks was a 22 % gain in performance. Team-directed incen-tives had a markedly superior effect on performance compared to individu-ally-directed incentives. This effect was not influenced by the location of the study (business, government or school), the competitive structure of the incen-tive system (programs where only the highest performers get incentives versus programs where everyone who increased performance receive incen-tives), the type of study (whether the study was a laboratory experiment or a field study), or the performance outcome (quality, quantity, or both). Money was found to be a more powerful incentive than non-monetary tangible incentives; long-term programs led to greater per-formance gain...
The International Journal of Business & Management
Introduction Most organisations need both male and female employees to achieve their performance and growth expectations (Mawunyegah, 2013; Adjah, 2009). Though there are firms, mostly small businesses, which employ solely specific genders as a result of the nature of services and products delivered (Gunkel et al., 2007), the fact that a majority of the world's firms make use of males and females cannot be challenged. A report by the International Labour Organisation (ILO) in 2012 indicates that the employability of males and females across the world has improved, with gender being an area of competition in the work environment. As a result of the fact that managements want to maximise employee value and productivity, employers are sensitive to the difference in the performance of male and female employees (Yahaya, 2010). But before mention is made about empirical evidences on the relationship between gender and performance, it is important to understand what employee performance is. According to Heathfield (2011), employee performance is the degree to which the employee's role is accomplished. Similarly, employee performance is defined as the extent to which outputs of the employee equals or exceeds expectations of the employer (Boateng, 2011). Based on these two definitions, performance could be defined as the outcome of comparing employer target for an employee and the degree to which the employee achieves this target. Employee job performance is the basis of organisational growth in terms of financial performance. Regardless of the extent of logistics and technologies available to the organisation, human employees are needed to savour them and to translate growth policies and strategies into financial performance in the organisation (Boateng, 2011; Mawunyegah, 2013). However, employee performance in the organisation is moderated by several factors (Gunkel et al. 2007), among which gender is a major moderating variable (Gunkel et al. 2007; Yahaya, 2010). Empirical studies indicate that gender is a major factor that drives organisational growth through employee performance. In the study of Yahaya (2010), gender was identified to impact employee performance. In the study of Fairlie & Robb (2008), gender was also found to impact employee performance. In some instances, the impact is negative (Yahaya, 2010), while it is positive in some other situations (Meier et al. 2006; Overa, 2007). Meanwhile, the influence of gender on employee performance is an indicator of the fact that there is a significant difference between the performance of males and females. With support from the studies of Yahaya (2010) and Fairlie & Robb (2008), Meier et al. (2006) found that there is a difference in the job performance of males and females. However, this difference varies based on the industry and role involved. For instance, males have been found to perform better in the manufacturing sector and other sectors where physical strength is needed to accomplish job roles (Yahaya, 2010), while females have been found to perform better in the services industry (Mawunyegah, 2013). Though much empirical evidence points to the influence of gender on employee performance, with many studies differentiating the performance of males and females, related studies conducted on specific roles are insufficiently few. In view of this, Overa (2007) recommended in her study that future researches should emphasise on the impact of gender on employee performance among specific sectors of employees. Her recommendation was influenced by the fact that gender
We examined gender differences in supervisor ratings of overall job performance and 37 performance dimensions. Based on data from a large diverse sample of managers (N= 3,367) and non-managers (N= 9,670), we found that gender had only minimal effects on ratings for a small number of specific job performance dimensions. This was generally true regardless of whether the job performance dimension was more agentic or communal in nature, whether the job was a managerial or a non-managerial position, and regardless of the proportion of men or women that traditionally occupy a specific job. Overall, our results are more consistent with Hyde’s (2005) gender similarities hypothesis than the agency/communion paradigm, role congruity theory, and the “lack of fit” model. We discuss future research avenues and implications.
Journal of Social Sciences, 36(2): 137-151.
This paper undertakes a review of literature for two major reasons namely to critically examine the complex interrelationship of personality, demography and incentives; and to describe how personality traits and demographic properties shape ones perception of incentive elements which result in high or low levels of job satisfaction. Two significant managerial and organisational behaviour implications emerge, which stress the urgency of a continuous engagement of these concepts – personality, demography and incentive – in order for firms to be better placed to structure their incentive plans accordingly for reasons of organisational effectiveness.
The Effects of Incentives on Workplace Performance: A Meta-analytic Review of Research Studies
2003
A meta-analytic review of all ad- equately designed field and laboratory research on the use of incentives to motivate performance is reported. Of approximately 600 studies, 45 quali- fied. The overall average effect of all incentive programs in all work settings and on all work tasks was a 22% gain in performance. Team-directed incen- tives had a markedly superior effect