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Getting along with Colleagues – Does Profit Sharing Help or Hurt? *
Author(s) -
Heywood John S.,
Jirjahn Uwe,
Tsertsvadze Georgi
Publication year - 2005
Publication title -
kyklos
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.766
H-Index - 58
eISSN - 1467-6435
pISSN - 0023-5962
DOI - 10.1111/j.0023-5962.2005.00302.x
Subject(s) - profit sharing , german , profit (economics) , microeconomics , business , demographic economics , economics , labour economics , social psychology , psychology , finance , archaeology , history
Summary Theory presents two channels through which profit sharing can cause workers to increase their coworkers' productivity: greater cooperation and increased peer pressure. This paper argues that these generate opposite influences on coworker relations, and that which dominates varies according to circumstances and type of worker. Using German data, we show that, for non‐supervisory men, profit sharing increases cooperation, but that for those who highly value success on the job, it has no influence on cooperation, and for supervisors it reduces cooperation. Moreover, the findings show striking gender differences in the effect of profit sharing. We contend these patterns fit with underlying theoretical expectations.