연봉제와 같은 개인 성과급제가 한국 기업의 새로운 보상 전략으로 자리잡고 있지만, 그 효과에 대한 경험적인 연구는 아직 매우 미비한 편이다. 단순히 집단주의적 가치와 잘 접목이 되지 않는다는 우려를 넘어서서, 개인성과급제의 효과는 다양하며 또한 개인마다 차이 ...

연봉제와 같은 개인 성과급제가 한국 기업의 새로운 보상 전략으로 자리잡고 있지만, 그 효과에 대한 경험적인 연구는 아직 매우 미비한 편이다. 단순히 집단주의적 가치와 잘 접목이 되지 않는다는 우려를 넘어서서, 개인성과급제의 효과는 다양하며 또한 개인마다 차이가 매우 클 수 있다. 본 연구는 동기부여 측면에서 많이 논의되어 왔던 두 측면의 내면적 지향성인, 도구성과 가치 적합성을 조절 변수로 하여 개인성과급제가 종업원들의 태도에 미치는 영향에 대하여 분석하고 있다. 국내 30개 기업에서 635명의 종업원들을 대상으로 하여 multi-level 수준에서의 자료를 수집하였으며, Hierarchical Linear Modeling 분석을 통하여, 개인 수준의 이 두 변수가 조절효과가 있음을 보여 주고 있으며, 그 효과는 종업원들이 인지하는 도구성 - 즉 성과급제가 의도하는 목표를 잘 달성할 것이라고 인지하는 정도 -이 높을수록 동기부여 효과가 더욱 크다는 점을 보여주고 있다.

How do individuals react to a newly adopted management practice Individual pay-for-performance has emerged as a new compensation strategy of most Korean companies, but its effects on employees’ attitudes have not been sufficiently examined. Individua ...

How do individuals react to a newly adopted management practice Individual pay-for-performance has emerged as a new compensation strategy of most Korean companies, but its effects on employees’ attitudes have not been sufficiently examined. Individuals may react differently to the new compensation practice, and the current research examines the issue. Relying upon two frames of value congruence and instrumentality, the current research examines the issue with a multi-level frame. Data were collected from 635 individuals from 30 companies, and the Hierarchical Linear Modeling analyses were used. Results show that both employees’ monetary work value and practice instrumentality perceptions enhanced the motivational effects of the individual pay for performance, while the effect was stronger in the case of instrumentality perception. Discussions of the results are provided.

The current research examines the effects of pay-for-performance practice on employee motivation. Relying upon two frames of value congruence and instrumentality, the current research examines the issue with a multi-level frame. Data were collected fr ...

The current research examines the effects of pay-for-performance practice on employee motivation. Relying upon two frames of value congruence and instrumentality, the current research examines the issue with a multi-level frame. Data were collected from 635 individuals from 30 companies, and the Hierarchical Linear Modeling analyses were used. Results show that both employees’ monetary work value and practice instrumentality perceptions enhanced the motivational effects of the individual pay for performance, while the effect was stronger in the case of instrumentality perception. Discussions of the results are provided.

Results show that both employees’ instrumentality perception and monetary work value significantly interacted with the company pay-for-performance practices to influence the work- effort level of employees. When they highly value monetary value and/or ...

Results show that both employees’ instrumentality perception and monetary work value significantly interacted with the company pay-for-performance practices to influence the work- effort level of employees. When they highly value monetary value and/or when they perceive that the individual PFP system will contribute to achieving the goals of motivating employees and firm performance, employees tend to be more motivated by the company pay scheme. The current research did not aim to directly compare the relative strength of the two moderators, but the results imply that the effects may be stronger in the case of practice instrumentality perception.
Implications of the results include the importance of figuring out and utilizing the situational factors to boost the motivational effects of individual PFP. Results of the effect of monetary work value share the existing assertions of person-organization fit approach. For instance, Chatman (1989, p.339) says, "…Values are a type of social cognition that facilitate a person’s adaptation to his or her environment, and values have implications for his or her behaviors…Person-organization fit is defined as the congruence between the norms and values of organizations and the values of persons." Considering that work values are somewhat stable over time (Dose, 1997), the results suggest that when the individual’s work value is fitted to the compensation scheme of the organization, the motivational effects are also enhanced because of that "fit-ness."
The results regarding instrumentality perception, on the other hand, seem to provide more practical implications. Unlike work value, perception of practice instrumentality is shaped and changed as a result of interactions at the workplace, and thus managers may take more aggressive actions to heighten the instrumentality perception of employees. In adopting the new pay system, managers can actively promote the effectiveness or instrumentality of the individual PFP. They can provide information and data proving that individual PFP will actually elevate firm performance, and so employees may eventually benefit from the pay system. The significant effects of practice instrumentality underscore the assertions of Kostova (1999). Kostova (1999) argues that implementation of an HR practice in a company does not automatically accompany internalization among employees, but that the success of the implementation will be enhanced if employees internalize the values and goals of the practice. Concurring with this, the current research upholds the importance of employees’ perception of practice instrumentality in successfully internalizing a new compensation practice.