Strategic reward systems : A contingency model of pay system design
Research output: Journal Publications and Reviews (RGC: 21, 22, 62) › 21_Publication in refereed journal › peer-review
Author(s)
Detail(s)
| Original language | English |
|---|---|
| Pages (from-to) | 777-792 |
| Journal / Publication | Strategic Management Journal |
| Volume | 22 |
| Issue number | 8 |
| Publication status | Published - Aug 2001 |
| Externally published | Yes |
Link(s)
Abstract
A limited number of studies have addressed the idea of 'strategic ' reward systems-the matching of compensation systems to a firm's strategy. Prior research on this topic has been confined to U.S. firms, however, and a number of key questions remain unanswered. Using a sample of 917 employees from two large Swiss financial institutions, we found that pay systems are linked with divisional strategic orientation, but in a different form than prior studies. Additionally, we identify hierarchical position as an important variable in the tailoring of reward systems. Hierarchy has a significant main effect on pay plan design, and an interactive effect with strategic orientation. Copyright © 2001 John Wiley & Sons, Ltd.
Research Area(s)
- Compensation, Contingency theory, International, Managerial discretion
Citation Format(s)
Strategic reward systems: A contingency model of pay system design. / Boyd, Brian K.; Salamin, Alain.
In: Strategic Management Journal, Vol. 22, No. 8, 08.2001, p. 777-792.
In: Strategic Management Journal, Vol. 22, No. 8, 08.2001, p. 777-792.
Research output: Journal Publications and Reviews (RGC: 21, 22, 62) › 21_Publication in refereed journal › peer-review
