Open AccessEmployee Perceptions of The Relationship Between Strategy, Rewards, and Organizational Performance
Author(s) -
Richard S. Allen,
Marilyn M. Helms
Publication year - 1970
Publication title -
journal of business strategies
Language(s) - English
Resource type - Journals
eISSN - 2162-6901
pISSN - 0887-2058
DOI - 10.54155/jbs.19.2.115-139
Subject(s) - organizational performance , perception , psychology , business , knowledge management , complement (music) , organizational learning , social psychology , marketing , computer science , biochemistry , chemistry , neuroscience , complementation , gene , phenotype
This study explores the relationship between organizational strategy, rewardpractices, and firm performance. Researchers have not extensively investigatedthis potentially important topic. This paper presents some initial empiricalevidence that supports the notion that different types of reward practicesmore closely complement different generic strategies and are significantly relatedto higher levels of perceived organizational performance.