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The implementation of group incentiv...

Weber, Caroline Louise.

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The implementation of group incentive systems: A theoretical framework and empirical investigation.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	The implementation of group incentive systems: A theoretical framework and empirical investigation./
作者:	Weber, Caroline Louise.
面頁冊數:	217 p.
附註:	Adviser: S. Rynes.
Contained By:	Dissertation Abstracts International55-07A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9501365

The implementation of group incentive systems: A theoretical framework and empirical investigation.
Weber, Caroline Louise.

The implementation of group incentive systems: A theoretical framework and empirical investigation. - 217 p.

Adviser: S. Rynes.

Thesis (Ph.D.)--Cornell University, 1994.

While there is great interest in the use of group incentives, there has been little quantitative research to indicate patterns of implementation, or the appropriate structure and design of these systems. This study focused on the effects of organizational factors (such as firm performance, organizational culture, demographics) and environmental factors (such as product market conditions and the practices of other organizations) on the implementation of group incentive programs. Hypotheses were derived from reviews of the literature in the areas of group incentives, agency theory, organizational justice theories, institutional theory, and strategic compensation.Subjects--Topical Terms:

626628
Business Administration, Management.

The implementation of group incentive systems: A theoretical framework and empirical investigation.
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100 1 $a Weber, Caroline Louise. $3 1250378
245 1 0 $a The implementation of group incentive systems: A theoretical framework and empirical investigation.
300 $a 217 p.
500 $a Adviser: S. Rynes.
500 $a Source: Dissertation Abstracts International, Volume: 55-07, Section: A, page: 2167.
502 $a Thesis (Ph.D.)--Cornell University, 1994.
520 $a While there is great interest in the use of group incentives, there has been little quantitative research to indicate patterns of implementation, or the appropriate structure and design of these systems. This study focused on the effects of organizational factors (such as firm performance, organizational culture, demographics) and environmental factors (such as product market conditions and the practices of other organizations) on the implementation of group incentive programs. Hypotheses were derived from reviews of the literature in the areas of group incentives, agency theory, organizational justice theories, institutional theory, and strategic compensation.
520 $a A survey was designed based on these hypotheses, and mailed to 503 organizations representing part of a larger sample that was randomly selected from telephone directories across the U.S. One hundred and ninety-one completed surveys were returned, for a response rate of 38%. Some respondents reported fewer than four employees. These organizations were dropped from the analyses, resulting in an effective sample size of 173 organizations. Of these, 18 reported the current use of a group incentive system (other than profit sharing with deferred payments).
520 $a Logistic regression techniques were used to analyze the data and test the hypotheses. Product Market Concentration, Age of the organization, human resource policies emphasizing attracting new employees more than retaining current employees, and the Percent of Competitors using group incentives were found to be positively correlated with the use of a group incentive system. Coefficients for the size of an organization, as measured by the number of employees, were either not significant or positive and significant, suggesting that if size has an effect on the adoption of group incentives, it is the larger organizations that tend to implement these systems.
520 $a Other variables suggested by institutional theory and organizational justice theories exhibited coefficients with the correct sign, but which did not reach acceptable levels of significance, most probably due to the sample size. Hypotheses derived from the strategic compensation literature were all rejected. A final model of group incentives is presented, along with suggestions for future research.
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