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Pay for Perfor Mance Incentives and Work Attitudes

Author

Listed:
  • Robert Drago

    (Department of Economics, University of Wisconsin-Milwaukee, U.S.A.)

  • Saul Estrin

    (London Business School London U.K.)

  • Mark Wooden

    (National Institute of Labour Studies, Flinders University of South Australia, GPO Box 2100, Adelaide SA 5001.)

Abstract

Using survey data from 565 private sector employees in Australia, this article tests how perfor Mance-related incentives influence worker attitudes. It is concluded that job satisfaction is related to incentives based on individual or small group perfor Mance, while organisational commitment is more strongly related to company-level incentives (gains-sharing). Tests for the bundling of incentives and participatory management and for the interactive effects of incentives, participatory managment and job security are insignificant in this data set.

Suggested Citation

  • Robert Drago & Saul Estrin & Mark Wooden, 1993. "Pay for Perfor Mance Incentives and Work Attitudes," Australian Journal of Management, Australian School of Business, vol. 17(2), pages 217-231, December.
    • Handle: RePEc:sae:ausman:v:17:y:1993:i:2:p:217-231
    DOI: 10.1177/031289629301700203
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    References listed on IDEAS

    as
    1. Robert Drago & Mark Wooden, 1991. "The Determinants of Participatory Management," British Journal of Industrial Relations, London School of Economics, vol. 29(2), pages 177-204, June.
    2. Robert Drago & Mark Wooden, 1992. "The Determinants of Labor Absence: Economic Factors and Workgroup Norms across Countries," ILR Review, Cornell University, ILR School, vol. 45(4), pages 764-778, July.
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    Cited by:

    1. Patrice Laroche, 2016. "A Meta-Analysis of the Union–Job Satisfaction Relationship," British Journal of Industrial Relations, London School of Economics, vol. 54(4), pages 709-741, December.
    2. Andrzejewski Kamil, 2019. "Security Information Management Systems," Management Sciences. Nauki o Zarządzaniu, Sciendo, vol. 24(4), pages 1-9, December.

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