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Participants' values and incentive plans
Author(s) -
Bento Regina F.,
White Lourdes F.
Publication year - 1998
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199821)37:1<47::aid-hrm5>3.0.co;2-v
Subject(s) - incentive , incentive program , process (computing) , plan (archaeology) , business , public economics , process management , marketing , public relations , microeconomics , actuarial science , economics , computer science , political science , archaeology , history , operating system
Incentive plans are designed to motivate participants to pursue what is valued by an organization. This article discusses how values may influence the design of incentive plans and the success of their implementation. In situations where the incentive plan fits participants' values, the authors predict a process of mutual reinforcement. When values and incentives collide, they propose two possible yet conflicting outcomes: the “carrot effect” and the “snubbed carrot effect.” They conclude by addressing the implications of fit and misfit for research and practice. © 1998 John Wiley & Sons, Inc.