The Use of the Concept “Entitlement” in Management Literature: A Historical Review, Synthesis, and Discussion of Compensation Policy Implications

Individuals\u27 perceptions of what they are entitled to have long been regarded as an important area of debate. We examine the various uses of entitlement perceptions across fields to develop a typology that identifies two dimensions: employee entitlement perceptions and reciprocity in the employee–employer relationship. We discuss how our typology informs management practice. In particular, we describe the implications of our typology on employee reactions to different pay plans. Directions for future research are suggested

A historical examination of employee entitlement

There has been much debate about people\u27s perceptions of entitlement. We trace the history of the different uses of entitlement perceptions across fields in order to develop a typology that identifies two dimensions: level of entitlement and degree of reciprocity. We conclude that a historical, crossdisciplinary examination of the construct of employee entitlement will improve our understanding of the role of entitlement perceptions in the workplace. Specifically, we suggest that each of the four combinations of the entitlement and reciprocity dimensions points to a different employeeorganization relationship and, thus, requires a different motivational tool. © 2002, MCB UP Limite

The use of the concept entitlement in management literature: A historical review, synthesis, and discussion of compensation policy implications

Individuals\u27 perceptions of what they are entitled to have long been regarded as an important area of debate. We examine the various uses of entitlement perceptions across fields to develop a typology that identifies two dimensions: employee entitlement perceptions and reciprocity in the employee-employer relationship. We discuss how our typology informs management practice. In particular, we describe the implications of our typology on employee reactions to different pay plans. Directions for future research are suggested. © 2001 Elsevier Science Inc. All rights reserved

The use of the concept entitlement in management literature: A historical review, synthesis, and discussion of compensation policy implications

Individuals\u27 perceptions of what they are entitled to have long been regarded as an important area of debate. We examine the various uses of entitlement perceptions across fields to develop a typology that identifies two dimensions: employee entitlement perceptions and reciprocity in the employee-employer relationship. We discuss how our typology informs management practice. In particular, we describe the implications of our typology on employee reactions to different pay plans. Directions for future research are suggested. © 2001 Elsevier Science Inc. All rights reserved

A historical examination of employee entitlement

There has been much debate about people\u27s perceptions of entitlement. We trace the history of the different uses of entitlement perceptions across fields in order to develop a typology that identifies two dimensions: level of entitlement and degree of reciprocity. We conclude that a historical, crossdisciplinary examination of the construct of employee entitlement will improve our understanding of the role of entitlement perceptions in the workplace. Specifically, we suggest that each of the four combinations of the entitlement and reciprocity dimensions points to a different employeeorganization relationship and, thus, requires a different motivational tool. © 2002, MCB UP Limite

THE GREEN COMPANY: A CASE OF LABOR MANAGEMENT AND EMPLOYEE EMPOWERMENT IN A SMALL BUSINESS

The basis of this teaching case is a small nursery and landscape business in the Northeast United States. The case describes how the company attempted to implement a decentralization and employee empowerment program to move relevant decision-making closer to the work site. It illustrates that shifting from a centralized top-down style of management to a decentralized incentive driven style can create many challenges for a small business. Moreover, top management should be cautious about delegating responsibilities to line managers. Not all employees will be successful in this new environment, and without procedures for monitoring and control, significant learning may be necessary as employees move into this environment

THE GREEN COMPANY: A CASE OF LABOR MANAGEMENT AND EMPLOYEE EMPOWERMENT IN A SMALL BUSINESS

The basis of this teaching case is a small nursery and landscape business in the Northeast United States. The case describes how the company attempted to implement a decentralization and employee empowerment program to move relevant decision-making closer to the work site. It illustrates that shifting from a centralized top-down style of management to a decentralized incentive driven style can create many challenges for a small business. Moreover, top management should be cautious about delegating responsibilities to line managers. Not all employees will be successful in this new environment, and without procedures for monitoring and control, significant learning may be necessary as employees move into this environment.Agribusiness, Labor and Human Capital,