Online from: 1986
Subject Area: Human Resource Management
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|Title:||Team-based reward allocation structures and the helping behaviors of outcome-interdependent team members|
|Author(s):||Peter A. Bamberger, (Faculty of Industrial Engineering and Management, Technion – Israel Institute of Technology, Technion, Israel School of Industrial and Labor Relations, Cornell University, New York, New York, USA), Racheli Levi, (Faculty of Industrial Engineering and Management, Technion – Israel Institute of Technology, Technion, Israel)|
|Citation:||Peter A. Bamberger, Racheli Levi, (2009) "Team-based reward allocation structures and the helping behaviors of outcome-interdependent team members", Journal of Managerial Psychology, Vol. 24 Iss: 4, pp.300 - 327|
|Keywords:||Incentives (psychology), Pay, Performance related pay, Team working|
|Article type:||Research paper|
|DOI:||10.1108/02683940910952705 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to examine the effects of two key team-based pay characteristics – namely reward allocation procedures (i.e. reward based on norms of equity, equality or some combination of the two) and incentive intensity – on both the amount and type of help given to one another among members of outcome-interdependent teams.
Design/methodology/approach – A total of 180 undergraduate students participate in a laboratory simulation with a 2?×?3 experimental design. Servicing virtual “clients,” participants receive pre-scripted requests for assistance from anonymous teammates. ANOVA and hierarchical regression analyses are used to test the hypotheses.
Findings – Relative to equity-oriented group-based pay structures, equality-oriented pay structures are found to be associated with both significantly more help giving in general and more of the type of help likely to enhance group-level competencies (i.e. autonomous help). Incentive intensity strengthens the effects of reward allocation on the amount (but not the type) of help giving.
Research limitations/implications – While the short time frame of the simulation poses a significant threat to external validity, the findings suggest that team-based compensation practices may provide organizational leaders with an important tool by which to shape critical, helping-related team processes, with potentially important implications for both team learning and performance.
Practical implications – Managers interested in promoting capacity-building and helping among team members should avoid allocating team rewards strictly on the basis of the individual contribution.
Originality/value – This paper provides the first empirical findings regarding how alternative modes of team-based reward distribution may influence key group processes among members of outcome interdependent teams.
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