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Article
Innovative work behaviour and performance-related pay: rewarding the individual or the collective?
The International Journal of Human Resource Management (2016)
  • Stan De Spiegelaere
  • Guy Van Gyes
  • Geert Van Hootegem
Abstract
In order to change employee behaviour, companies frequently turn to forms of performance-related pay (PRP). At the same time, there is a clear imperative to encourage employee innovation. In this study we focus on the relation between PRP, organizational and job-level task resources and innovative work behaviour (IWB). In doing so, we distinguish between individual and collective PRP and build on insights from high-performance work systems and employee creativity literature. Using survey data of 927 employees from five Belgian industries, we find that individual PRP weakens the important positive relation of task-level job resources like learning opportunities on IWB. The combination of both individual and collective PRP, on the contrary, strengthens the positive relationship between organizational resources like upward communication and IWB.
Keywords
  • High-performance HR management,
  • innovative work behaviour,
  • job design,
  • performance-related pay
Publication Date
August, 2016
Citation Information
Stan De Spiegelaere, Guy Van Gyes and Geert Van Hootegem. "Innovative work behaviour and performance-related pay: rewarding the individual or the collective?" The International Journal of Human Resource Management (2016)
Available at: http://works.bepress.com/stan_despiegelaere/11/