TY - JOUR
T1 - Performance benefits of reward choice
T2 - a procedural justice perspective
AU - Caza, Arran
AU - McCarter, Matthew W.
AU - Northcraft, Gregory B.
N1 - Publisher Copyright:
© 2015 John Wiley & Sons Ltd
PY - 2015
Y1 - 2015
N2 - Reward choice – employees' ability to exercise control over the formal rewards they receive from work – is an important part of many HRM strategies. Reward choice is expected to increase employee performance, but conflicting findings highlight the need to better understand how and when it will do so. Based on fairness heuristic theory, we predicted that procedural justice mediates reward choice's influence on performance, and that choice attractiveness moderates that influence. A field study and an experiment both had similar results, supporting our predictions. Reward choice can increase performance by as much as 40 per cent, but only when the available choices are attractive to employees.
AB - Reward choice – employees' ability to exercise control over the formal rewards they receive from work – is an important part of many HRM strategies. Reward choice is expected to increase employee performance, but conflicting findings highlight the need to better understand how and when it will do so. Based on fairness heuristic theory, we predicted that procedural justice mediates reward choice's influence on performance, and that choice attractiveness moderates that influence. A field study and an experiment both had similar results, supporting our predictions. Reward choice can increase performance by as much as 40 per cent, but only when the available choices are attractive to employees.
KW - choice
KW - employee performance
KW - organisational justice
KW - rewards
UR - http://www.scopus.com/inward/record.url?scp=84967216578&partnerID=8YFLogxK
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U2 - 10.1111/1748-8583.12073
DO - 10.1111/1748-8583.12073
M3 - Article
AN - SCOPUS:84967216578
SN - 0954-5395
VL - 25
SP - 184
EP - 199
JO - Human Resource Management Journal
JF - Human Resource Management Journal
IS - 2
ER -