The Moderating Effects of Work Motivation,Task Autonomy and Task Interdependence on the Relationship of Performance-related Pay and Individual Performance

• Main Authors: Ru-An Yang, 楊茹安
• Other Authors: 黃同圳
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/21190545329682577182

碩士 === 健行科技大學 === 經營管理研究所 === 102 === The pay for performance system is the most commonly adopted compensation scheme among corporations. It can not only satisfy the basic needs of the employees but also provide incentives. The focuses of the companies have long been on reaching performance goals, reducing costs, meeting customer needs and providing incentives to employees in order to enhance the company’s competitiveness. This can then lead to higher corporate value and goal achievement. Presently, most empirical studies have shown that the pay for performance system can increase the efficiency of employees and provide positive motivations. If a company has a good pay for performance system, in addition to having high profitability, the employees will be motivated (in terms of their work behavior and attitude) to attain higher bonuses and rewards. Although the pay for performance system is widely adopted by many companies, it does not necessarily lead to the best result. If the overall economy is bad or the company policy is poor, the company many face a decrease in profitability, causing a decline in employee income. This may lead to a negative effect on employee performance and firm performance. Therefore, the aim of this study is to investigate the moderating effect of personal psychological state and work attitude on the pay for performance system and employee performance. We also use three situational factors, including work motivation, job autonomy, and task interdependence, to analyze the effect of pay for performance system on employee performance from the psychological point of view. This study uses questionnaires. The investigation period includes two years. In the first year (2012), we focus on listed and OTC companies. The link between employee performance and the overall pay in 13 different compensation schemes is assessed by the Human Resources Professionals. In the first year, a total of 1,474 questionnaires are distributed, including 260 effective questionnaires. The effective response rate is 17.64%. In the second year (2013), I investigate the job achievement at each level, work motivation, job autonomy and task interdependence. Based on the questionnaires recovered in the first year, I resample companies to do the second-year questionnaire. In the second year, I examine companies that are in the top 25% or the bottom 25% in terms of the changes in pay. A total of 117 companies are surveyed. Specifically, 10 questionnaires are distributed to employees in each company, that is, a total of 1,170 questionnaires. There are 635 effective questionnaires; the effective response rate is 54.27%. Based on descriptive statistics, reliability analysis, correlation analysis and regression analysis, the results show that the pay for performance has a positive effect on employee performance. Work motivation, job autonomy and task interdependence have direct and positive effects. There is no significant moderating effect. The pay for performance system should consider not only company policies and the rapidly changing environment but also the physical and psychological pressure given to employees. If the employees are convinced, the higher work motivation can enhance working spirit, trust and empathy. Therefore, when designing the pay for performance scheme, the company should aim for high flexibility, high autonomy and diversity in communication so that employees have clear objectives and can adjust their work progress accordingly and based on their strengths and weaknesses. In addition, building trust and promoting good communication between colleagues can enable self-development and help employees reach their goals.