MANAGERIAL SALARY‐RAISE DECISIONS: A POLICY‐ CAPTURING APPROACH
通过政策捕捉和直接排序方法，研究管理者对104名假设员工的加薪决策，发现绩效水平、绩效一致性、任期、当前薪资和外部工作机会五个因素解释了77%的决策差异，但管理者间权重差异显著。
Using policy‐capturing and direct‐ranking methodologies, managers made salary‐raise decisions for 104 hypothetical employees. These employees were experimentally varied on five manipulated characteristics: (1) performance level, (2) performance consistency, (3) tenure, (4) current salary, and (5) external job offer. The main effects of these five characteristics accounted for an average of 77% of the variance in the managers' raise decisions. On the other hand, the interactions accounted for virtually no variance. Substantial individual differences were found among managers in the weights they attached to the five characteristics, even though all of the managers were from the same organization. Substantial differences were also observed in the relative importance of the five characteristics as determined by policy capturing and direct ranking. Future research and administrative practice implications are suggested, especially those regarding individual differences in attribute weights among managers.