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Employee preference for performance-related pay: predictors and consequences for organizational citizenship behaviour in a Japanese firm

By Hyun-Jung Lee, Yuko Iijima and Carol Reade

Abstract

Research on performance-related pay (PRP) has largely focused on the outcomes of PRP implementation in a Western context. This paper examines the predictors of employee preference for PRP and the consequences for organizational citizenship behaviour (OCB) in Japan where seniority-based pay and teamwork have long been the norm. The sample consists of 155 sales representatives in a large electric appliance manufacturing company that was transitioning from a seniority-based to a PRP-based compensation system. Overall, respondents indicated a preference for PRP over seniority-based pay. The hierarchical regression results indicate that employee preference for PRP is positively and significantly associated with individual competitiveness and occupational commitment, while being negatively and significantly related to organizational commitment and to the age group of employees who joined the labour market prior to the bursting of the economic bubble in Japan. No significant relationship was observed between PRP preference and OCB in the hierarchical regression analysis, although the two are positively and significantly correlated contrary to our expectations. Implications for international human resource management are discussed

Topics: DS Asia, HD Industries. Land use. Labor
Publisher: Taylor & Francis
Year: 2011
DOI identifier: 10.1080/09585192.2011.560861
OAI identifier: oai:eprints.lse.ac.uk:37016
Provided by: LSE Research Online
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