The roles of tacit knowledge and OCB in the relationship between group-based pay and firm performance

被引：36
|
作者：
Kim, Hyondong [1 ]
Gong, Yaping [2 ]
机构：
[1] Dongguk Univ, Dept Management, Seoul, South Korea
[2] Hong Kong Univ Sci & Technol, Hong Kong, Hong Kong, Peoples R China
来源：
HUMAN RESOURCE MANAGEMENT JOURNAL | 2009年 / 19卷 / 02期
关键词：
ORGANIZATIONAL CITIZENSHIP BEHAVIOR; HUMAN-RESOURCE MANAGEMENT; SOCIAL IDENTITY; PRODUCTIVITY; SUGGESTIONS; INCENTIVES; LEADERSHIP; LINKAGES; IMPACT; MODEL;
D O I：
10.1111/j.1748-8583.2009.00093.x
中图分类号：
F24 [劳动经济];
学科分类号：
020106 ; 020207 ; 1202 ; 120202 ;
摘要：
Researchers have suggested various mechanisms through which group-based pay may affect firm performance, but few have provided direct empirical field tests of these mechanisms. In this paper, we argue that group-based pay systems lead to more organisational citizenship behaviours (OCB) and facilitate the sharing and creation of tacit knowledge among core employees. OCB and tacit knowledge in turn enhance firm performance. Regression results show that group-based pay is positively related to firm performance and that the relationship is partially mediated by core employees' OCB. We discuss implications for compensation theory and research.
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页码：120 / 139
页数：20
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