Article Abstract:
Values influence the design of an organization's incentive compensation plan and its successful implementation. Mutual reinforcement ensues when an incentive plan fits the value system of its participants. Specifically, even seemingly modest incentives may produce significant results in desired behaviors and satisfaction with the scheme. When there is a conflict between values and incentives, however, there are two possible but dissenting outcomes, namely, the 'carrot effect' and the 'snubbed carrot effect.' While incentives be chosen by participants over their enduring values, human resource specialists should expect this to take a longer time and greater resources. Under the 'snubbed carrot effect,' their values will prompt them to reject the incentives, but they will manipulate the plan's implementation so that it will either be abolished or adjusted to fit their values.
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Article Abstract:
The three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude toward job satisfaction are identified. The first one is the cause of employee attitudes, the second is the results of positive or negative job satisfaction and the final one how to measure and influence employee attitudes.
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Article Abstract:
A series of critical gaps between the scientific body of knowledge on team functioning and actual HR practice regarding teams is identified. These gaps span across the areas of team composition, training, and task design.
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