Innovative work behaviour and performance-related pay: rewarding the individual or the collective?
基于比利时五行业927名员工调查数据，研究个人与集体绩效薪酬对创新工作行为的影响，发现个人绩效薪酬削弱学习机会对创新的积极作用，而两者结合则增强向上沟通对创新的促进作用。
In order to change employee behaviour, companies frequently turn to forms of performance-related pay (PRP). At the same time, there is a clear imperative to encourage employee innovation. In this study we focus on the relation between PRP, organizational and job-level task resources and innovative work behaviour (IWB). In doing so, we distinguish between individual and collective PRP and build on insights from high-performance work systems and employee creativity literature. Using survey data of 927 employees from five Belgian industries, we find that individual PRP weakens the important positive relation of task-level job resources like learning opportunities on IWB. The combination of both individual and collective PRP, on the contrary, strengthens the positive relationship between organizational resources like upward communication and IWB.