New trends in rewards allocation preferences: a Sino-U.S. comparison

Article Abstract:

This study explore situations in which current organizational goal priorities require rewards allocation logics that contradict traditional distributive norms and the natural characteristics of resources. Data from Chinese and U.S. business organizations showed that the Chinese employees were economically oriented and preferred to invoke differential rules (those that result in unequal distribution of rewards) for the allocation of both material and socioemotional rewards whereas their U.S counterpartswere humanistically oriented and preferred a performance rule for the allocation of material rewards but equality rules for socioemotional rewards. The resultsare discussed in the light of organizational goal priorities, cultural traditions, and other sociohistorical factors. (Reprinted by permission of the publisher.)

China, International aspects, Compensation and benefits, Compensation management, Corporations, Corporations, Chinese

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When tough times make tough bosses: managerial distancing as a function of layoff blame

Article Abstract:

A scenario study and a field survey were used to investigate why managers often lay off employees in a curt, abrupt fashion. The extent to which mismanagement (versus external conditions) caused the need for layoffs was found to affect managers' reported feelings of discomfort and the time designated for dismissal meetings with employees. Further results show that mismanagement was also related to managers' anticipation of negative consequences from actions by layoff victims, such as hostile confrontations and sabotage. (Reprinted by permission of the publisher.)

Business Personnel Management, Executives, Layoffs, Employee dismissals, Employment terminations, Employment at will

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Effects of an extrinsic reward on intrinsic motivation: a field experiment

Article Abstract:

Contingent rewards are said to undermine intrinsic motivation, according to E.L. Deci. Deci's hypothesis is field-tested at the Western Carolina Center in Morganton, a facility for mentally retarded children. 48 technicians participated in the program, which promised employees equal shares of cost reductions originating from operating improvements, up to a maximum of 25 percent of the cost reduced. Findings support Deci's hypothesis of decreasing intrinsic motivation with the presence of contingent rewards.

Employee motivation, Employee morale

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