Do Performance-Based Pay and Pay Competitiveness Moderate the Relation Between Lower-Level Employees Total Compensation and Job Satisfaction? Evidence from South Korea

Decades of international multidisciplinary studies have examined how compensation affects employees and organizations, but they neither specify the boundary conditions for employee job satisfaction nor differentiate the effects of pay on job satisfaction of employees at differing tiers within an organization. We explore whether performance-based pay and pay competitiveness moderate the relation between total compensation and job satisfaction among lower-level employees in South Korea. To investigate boundary conditions for that relation, we use performance-based pay and pay competitiveness as variables that tie compensation structure to job satisfaction. Drawing from data for 2,281 employees at 470 South Korean firms, we consider how two variables—incentive compensation and pay competitiveness—influence job satisfaction of lower-level employees. First, we confirmed a positive relationship between compensation and job satisfaction, and second, we found that the relationship is stronger among employees of firms where average compensation is below what is paid elsewhere.

CEO Compensation in Korea: Is It Different Than in the US? A Comparison between Korean Non-Life Insurance Firms and US Property-Liability Insurance Firms

This study investigates the level, structure, and pay-for-performance relationship of CEO compensation in Korean non-life insurance companies. We find that seniority plays an important role in setting CEO compensation practices and that performance-based pay, such as bonus, is more effective than base salary in enhancing shareholder value for Korean non-life insurers. Unlike previous studies that show that international differences in executive pay have been diminished considerably since the 2000s, our evidence shows that there is a remarkable difference in CEO compensation between Korean non-life insurers and U.S. property-liability insurers. Furthermore, we provide evidence that the pay-performance relationship is weaker in Korean non-life insurance companies relative to US counterparts, suggesting that it is necessary for Korean non-life insurers to tie performance-based compensation more closely to shareholder value in the design of CEO compensation.

Influence of Internal Factors of the Enterprise on the Performance-Based Payfor Employees

This paper is conducted to investigate the influence levels of internal factors of the enterprise on the performance- based pay for employees in State-owned enterprises in Hanoi. Data were collected from getting 120 questionnaires from board of manager, head of Human Resources (HR) administration and HR administrative staff in State-owned enterprises in Hanoi. Based on the data collected, the author use descriptive statistics analysis, cronbach Alpha analysis and Indepentdent T-Test for knowing the influence levels of each independent variable on dependent variable of the performance-based pay for employees. The results show that five internal factors of the enterprise including: production and business characteristics of enterprises; business development strategy; employees; the company's salary payment perspective; and personnel in payroll department have relationships with the performance-based pay for employees. Based on the findings, some recommendations are given for improving wages of employees to ensure the sustainable development of enterprises.

Do Employees Perform Creatively if Provided with Better Facilities from Organizations? Evidence from Pakistan

The employees’ need of appreciation emerges in the form of rewards, empowerment and training, the supply of which fuels up performance of employees gaining indirectly by the organization through the interactive organizational practices grooming their skills which is tested and hypothesized many times. This study contributes by taking into account the inclusion of Creative Performance along with the other tested performance levels and also tests the mediating role of Work Engagement in the established relationships. This study helps in establishing this unique relationship observing the role of mediation also. The effects are analyzed with SPSS (21) and AMOS with Structural Equation modeling. Data is gathered from frontline employees of 06 cities of the Bahawalpur Division in Pakistan. The results show that rewards, empowerment and training foster Work Engagement that in turn elevates levels of Performance of Hotel Industry employees. The findings of this study will rebound to the benefit of the organizations regarding the success factors of their employees at workplace as they can get novelty of service ideas through employees. Its implementation will ultimately result in HR techniques to be adopted to achieve higher levels of performance in future. There are many other High-Performance tools like, Realistic Job Previews, Innovation Programs and Performance based Pay. Future studies can be conducted to assess the impact of these factors also. In addition, some psychological constructs may be included to enhance its area of application and know underlying reasons of divert behaviors. There are many other High-Performance tools like, Realistic Job Previews, Innovation Programs and Performance based Pay. Future studies can be conducted to assess the impact of these factors.

Performance Evaluations for Individual Employees in Japan Are Low Relative to the US But May Change Over Time

Causal attributions help us explain behavior but vary according to cultural context. As Japan’s remuneration systems move away from seniority-based- towards individual performance-based-pay we wanted to test whether such changes would influence attributing contribution and reward in the workplace (remuneration psychology and behavior). After reading a workplace vignette, Japanese (Study 1 n = 197; Study 2 n = 235) and European American (Study 1 n = 201; Study 2 n = 186) participants attributed contribution and rewards (financial and status) to an individual employee, the team, management, owners and shareholders or luck. Japanese participants attributed greater contribution to luck than European American participants (Study 1), which was moderated by age such that older Japanese attributed greater contribution to luck than younger (Study 2). Testing workplace emotional beliefs (Study 2) suggests concern for workplace social harmony may explain these cross-cultural and within-culture generation effects.

Charitable Contribution Matching and Effort-Elicitation

We examine the effect of a charitable contribution matching (CCM) program on employee effort. In CCM programs, employers commit to match employees' donations to charity. We expect CCM to activate a norm of other-regarding behavior, inducing employees to increase effort to benefit their employer. Experimental results robustly support our expectation. We find that CCM increases effort under both fixed-wage and performance-based incentive contracts. Further, our results suggest CCM is more effective at eliciting effort than alternative uses of firm capital. Specifically, CCM is more effective at eliciting effort than the firm allocating an equivalent amount of capital to either direct firm charitable giving or increased performance-based pay. Our study suggests that CCM has efficient and robust effort-elicitation benefits that increase its value as a compensation tool incremental to any initial employee selection benefits from CCM and any effort benefits from firms' direct charitable giving.

Collegial Cooperation turns toxic: Its depth and breadth: What are the implications for higher education institutions (HEIs)?

Collegiality has been glorified as the strongest governance pillar for higher education institutions, especially in promoting independence of thought, impartial decisions on leadership, mutual respect, and providing peer support. However, the recent corporate culture recently adopted by Higher Education Institutions (HEIs) and a system that rewards individual accomplishments, together with decreased state funding had steadily weakened the collegial philosophy, while toxicity takes the center stage - thereby threatening unity, harmony and institutional visibility. As a result, institutions have turned toxic. Unfortunately, although easily identifiable, toxicity is a difficult phenomenon to deal with, especially in dynamic academia environment, performance-based pay and personal traits notwithstanding. The paper concludes that the lack of conclusive empirical research to establish the depth and breadth of toxicity has made it difficult for personnel to make defensible decisions. The paper recommends that institutions should prioritize institutional inquiry in order to address work related behavior – among others to negate unacceptable behavior that have persistently harmed individuals as well as the institutions. Finally, institutions should make collegiality part of all “Personnel decisions” that clearly stipulate flawless indicators and measures of toxic behavior, in order to enhance collegial, civil and harmonious work environment that promotes staff engagement, productivity and institutional stability.