How to Design Green Compensation to Promote Managers’ Pro-Environmental Behavior? A Goal-Framing Perspective
基于目标框架理论，提出绿色薪酬设计的关键特征（如公开表彰、适度金额、利益相关者参与等），以解决代理理论与管家理论在绿色薪酬有效性上的矛盾，促进管理者亲环境行为。
Abstract Human resource management (HRM) scholars and practitioners are increasingly interested in how to leverage HRM tools to address pressing environmental issues while balancing an organization’s need for profit. One important theme of this line of research is the use of contingent compensation (i.e., green compensation) to motivate managers to engage in pro-environmental behavior. However, current research on the efficacy of green compensation in promoting managers’ environmental contribution yields two seemingly contradictory views. First, based on agency theory, green compensation is found to be an effective tool to elicit managers’ environmental efforts. On the other hand, from a stewardship theory perspective, green compensation is regarded as ineffective in attempts to stimulate managers’ environmental contributions. In this paper, we propose that this potential conflict could stem from the way green compensation is designed. To address this issue, drawing upon goal-framing theory, we develop a normative theoretical framework toward designing key features of green compensation that could help to promote managers’ pro-environmental behaviors while mitigating potential pitfalls. These key features include explicitly acknowledging managers’ contributions to environmental endeavors, distribution of the compensation by prominent stakeholders with salient pro-environmental values, distribution of the compensation in public ceremonies, ensuring modesty in size of the compensation compared with managers’ non-contingent compensation, monitoring outcome and process performance, and developing group-based in addition to individual-based compensation. We conclude with implications of this design for theory and practice.