1、外文题目COMPENSATIONASASIGNALOFORGANIZATIONALCULTURETHEEFFECTSOFADVERTISINGINDIVIDUALORCOLLECTIVEINCENTIVES外文出处THEINTERNATIONALJOURNALOFHUMANRESOURCEMANAGEMENT,20097P16341648外文作者KRISTINEMKUHN原文COMPENSATIONASASIGNALOFORGANIZATIONALCULTURETHEEFFECTSOFADVERTISINGINDIVIDUALORCOLLECTIVEINCENTIVESKRISTINEMKUH
2、NCOMPENSATIONSYSTEMSPLAYACRITICALROLEINSHAPINGORGANIZATIONALCULTURETHEYAFFECTEMPLOYEEMOTIVATION,SATISFACTION,ANDBEHAVIOR,ANDHELPDETERMINEPERCEPTIONSOFWHATANORGANIZATIONVALUESCOMPENSATIONSYSTEMSAREALSOBELIEVEDTOAFFECTCULTUREASWELLASPERFORMANCETHROUGHSELFSELECTIONOFORGANIZATIONALMEMBERS,WITHMOSTEXISTI
3、NGRESEARCHEXAMININGEFFECTSONRETENTIONLESSATTENTIONHASBEENPAIDTOHOWVARIOUSCOMPENSATIONPRACTICESINFLUENCETHERECRUITMENTOFNEWMEMBERSMOSTOFTHERESEARCHTHATHASBEENDONEHASFOCUSEDONRECRUITSRESPONSESTOPAYLEVELSOREXPECTEDINCOMEBUTCOMPENSATIONSYSTEMSMAYALSOSERVEASASIGNALTOPOTENTIALAPPLICANTSOFTHEORGANIZATIONSC
4、ULTUREALTHOUGHTHEREAREMANYHUMANRESOURCEPOLICIESANDPRACTICESTHATSHAPEANDREFLECTORGANIZATIONALCULTURE,COMPENSATIONSYSTEMSAREAVERYSALIENTORGANIZATIONALDIMENSIONTHATAPPLICANTSARELIKELYTOBEAWAREOFATTHETIMETHEYMAKEAJOBCHOICE,ANDEVENCASUALVIEWERSOFRECRUITINGADVERTISEMENTSARELIKELYTOATTENDTOANYINFORMATIONCO
5、NCERNINGPAYSPENCES1974SIGNALINGTHEORYHOLDSTHATTHATOBSERVABLEATTRIBUTESAREOFTENPERCEIVEDASINDICATORSOFLESSREADILYOBSERVABLEATTRIBUTESRYNES1987PROPOSEDTHATCOMPENSATIONSYSTEMSARECAPABLEOFATTRACTINGORREPELLINGTHERIGHTKINDSOFPEOPLEBECAUSETHEYCOMMUNICATESOMUCHABOUTANORGANIZATIONSPHILOSOPHY,VALUES,ANDPRACT
6、ICESP190TODATE,HOWEVER,EMPIRICALEVIDENCEDIRECTLYSUPPORTINGTHISPROPOSITIONREMAINSSPARSETHEFIRSTRESEARCHQUESTIONEXAMINEDINTHEPRESENTSTUDYISWHETHERSIMPLEDESCRIPTIONSOFVARIOUSTYPESOFPERFORMANCEBASEDREWARDS,ASMIGHTBEFOUNDINAGENERALRECRUITINGADVERTISEMENTORJOBPOSTING,DOINFACTLEADVIEWERSTOMAKEDIFFERENTINFE
7、RENCESACCURATEORNOTABOUTANORGANIZATIONSCULTUREASAPPLIEDTORECRUITING,THEPERSONORGANIZATIONFITTRADITIONHOLDSTHATINDIVIDUALSWILLBEATTRACTEDTOORGANIZATIONSWITHWHICHTHEYPERCEIVETHEMSELVESTOBECOMPATIBLE,ANDACCORDINGLYTHATORGANIZATIONALCULTURESWILLBEDIFFERENTIALLYATTRACTIVETOVARIOUSTYPESOFPOTENTIALAPPLICAN
8、TSPREVIOUSRESEARCHONATTITUDESTOWARDDIFFERENTTYPESOFPAYFORPERFORMANCEPRACTICES,HOWEVER,HASGENERALLYASKEDRESPONDENTSTODIRECTLYCOMPARECOMPENSATIONPRACTICESTHESECONDRESEARCHQUESTIONADDRESSEDHEREISWHETHERTHEEFFECTOFINDIVIDUALDIFFERENCESONRESPONSESTODIFFERENTCOMPENSATIONPRACTICESISMODERATEDBYPERCEPTIONSOF
9、ORGANIZATIONALCULTURECOLLECTIVEANDINDIVIDUALPERFORMANCEBASEDPAYANDORGANIZATIONALCULTUREPERFORMANCEBASEDPAYHASBEENTERMEDTHEMOSTOBVIOUSLINKBETWEENPAYSYSTEMPRACTICEANDORGANIZATIONALCULTUREMOSTSUCHSYSTEMSAREBASEDONEVALUATIONSOFINDIVIDUALPERFORMANCE,BUTREWARDSCANALSOBEDETERMINEDATTHELEVELOFTHETEAM,ORGANI
10、ZATION,OROTHERCOLLECTIVENOTETHATALLPREVIOUSRESEARCHONCOMPENSATIONPREFERENCESMAINLYUSBASEDHASFOUNDTHATMOSTEMPLOYEESPREFERTHEIRPAYTOBEBASEDONINDIVIDUALRATHERTHANGROUPORCOLLECTIVEPERFORMANCECROSSCULTURALVARIATIONINRELATIVEPREFERENCESFOREQUITYANDEQUALITYINREWARDALLOCATIONHASOFCOURSEBEENWIDELYSTUDIEDNOTE
11、,HOWEVER,THATTHESETERMSARENOTNECESSARILYEQUIVALENTTOINDIVIDUALANDCOLLECTIVEREWARDSMOREOVER,EVENRESPONDENTSINCOLLECTIVISTCOUNTRIESHAVEBEENFOUNDTORATEEQUITABLEREWARDPOLICIESMOREPOSITIVELYTHANEQUALITYBASEDONESPREVIOUSRESEARCHHASGENERALLYASKEDRESPONDENTSTOCOMPAREDIRECTLYDIFFERENTCOMPENSATIONPRACTICESTHI
12、SRAISESTHEPOSSIBILITYOFSOCIALDESIRABILITYEFFECTSKUHNANDYOCKEYFOUNDTHATUSCOLLEGESTUDENTSWEREMORELIKELYTOPREFERPERFORMANCEBASEDPAYOVERAFIXEDSALARYWHENINCOMEWOULDBEBASEDONINDIVIDUALPERFORMANCERATHERTHANCOLLECTIVEPERFORMANCETHISEFFECTWASMUCHSTRONGERWHENTHEINDIVIDUAL/COLLECTIVEFACTORWASMANIPULATEDWITHINS
13、UBJECTSRATHERTHANBETWEEN,ALTHOUGHITSTILLOBTAINEDATTHEBETWEENSUBJECTSLEVELPARTICIPANTSINTHATSTUDYWEREMORECONFIDENTOFRECEIVINGHIGHERPAYINTHEINDIVIDUALPAYFORPERFORMANCECONDITION,ANDINFACTTHESTUDYDESIGNEXPLICITLYDIRECTEDRESPONDENTSTOFOCUSONINCOMEASTHEONLYRELEVANTCONSIDERATION,ASTHEJOBOPTIONSWERESAIDTOBE
14、SIMILARWITHTHEEXCEPTIONOFCOMPENSATIONTHUSPREVIOUSRESEARCHHASNOTBEENDESIGNEDTODETECTWHETHERDIFFERENTTYPESOFPAYFORPERFORMANCEPLANSMAYINFLUENCEAPPLICANTATTRACTIONVIAEFFECTSONPERCEPTIONSOFORGANIZATIONALCULTUREGIVENTHATINDIVIDUALREWARDPLANSAREOFTENCRITICIZEDFORHAVINGANEGATIVEIMPACTONORGANIZATIONALCULTURE
15、,THESTUDYDESIGNUSEDHERE,WHERETHECOMPENSATIONPRACTICEISEMBEDDEDINANADVERTISEMENTANDRESPONDENTSAREASKEDTOEVALUATETHEORGANIZATIONSATTRACTIVENESSASAPLACETOWORKRATHERTHANTHECOMPENSATIONPRACTICEITSELF,ADDSANEWPERSPECTIVETOTHEQUESTIONOFTHERELATIVEATTRACTIVENESSOFINDIVIDUALANDCOLLECTIVEREWARDSPREVIOUSSTUDIE
16、SONATTITUDESTOWARDCOLLECTIVEANDINDIVIDUALBASEDREWARDSYSTEMSHAVEUSEDSUCHDIFFERENTTYPESOFREWARDSASPROMOTIONS,SALARYRAISES,INCENTIVEPAY,ANDUNSPECIFIEDREWARDSHEREBONUSESAREUSEDINORDERTOSTANDARDIZEACROSSPERFORMANCEBASESSALARYRAISES,FOREXAMPLE,WOULDNOTOFTENBEBASEDONORGANIZATIONALPERFORMANCEINFORMATIONABOU
17、TBONUSESISALSOFREQUENTLYINCLUDEDINRECRUITMENTADVERTISEMENTSITISHYPOTHESIZEDTHATADVERTISINGTHEAVAILABILITYOFBONUSESBASEDONINDIVIDUALPERFORMANCEWILLLEADTOANORGANIZATIONBEINGPERCEIVEDASHAVINGAMOREINDIVIDUALISTICCULTURETHISMAYBEESPECIALLYTRUEIFBONUSESAREBASEDONANIMPLIEDRANKINGOFEMPLOYEEPERFORMANCERATHER
18、THANASYSTEMTHATDOESNOTSUGGESTAZEROSUMCOMPETITIONFORREWARDSSUCHASBONUSESBASEDONACHIEVINGPARTICULARTARGETSORFORSKILLACQUISITIONANALOGOUSLY,ADVERTISINGBONUSESBASEDONTEAMORORGANIZATIONALPERFORMANCESHOULDLEADTOANORGANIZATIONBEINGPERCEIVEDASHAVINGAMORECOLLECTIVISTCULTUREHYPOTHESIS1ADVERTISINGBONUSESBASEDO
19、NINDIVIDUALPERFORMANCEWILLLEADTOANORGANIZATIONSCULTUREBEINGPERCEIVEDASMOREINDIVIDUALISTICBONUSESBASEDONTEAMORORGANIZATIONALPERFORMANCEWILLLEADTOTHECULTUREBEINGPERCEIVEDASMORECOLLECTIVISTCOMPENSATIONSYSTEMSANDPERSONORGANIZATIONFITPERSONORGANIZATIONFITHASBEENCONCEPTUALIZEDINMANYWAYSWITHRESPECTTOFITAND
20、COMPENSATIONPRACTICES,RESEARCHERSHAVEGENERALLYUSEDANEEDSSUPPLIESPERSPECTIVETHATASSESSESTHEMATCHBETWEENINDIVIDUALPREFERENCESANDNEEDSWITHTHEPAYSYSTEMFOREXAMPLE,CABLEANDJUDGECONDUCTEDAPOLICYCAPTURINGSTUDYWHERESTUDENTSRESPONDEDTODIFFERENTMANIPULATIONSOFSEVERALCOMPENSATIONPRACTICESALTHOUGHRESPONDENTSWERE
21、GENERALLYMOREATTRACTEDTOHIGHERPAYLEVELSANDPAYRAISESBASEDONINDIVIDUALRATHERTHANGROUPACHIEVEMENT,MOREMATERIALISTICJOBSEEKERSWEREESPECIALLYINFLUENCEDBYTHEHIGHERPAYLEVEL,ANDINDIVIDUALISMPREDICTEDASTRONGERPREFERENCEFORINDIVIDUALBASEDPAYRAISESTURBANANDKEONFOUNDTHATPAYRAISESBASEDONINDIVIDUALPERFORMANCEMADE
22、ANORGANIZATIONMOREATTRACTIVECOMPAREDTOSENIORITYBASEDRAISES,ANDTHISEFFECTWASMODERATEDBYRESPONDENTSNEEDFORACHIEVEMENTHYPOTHESIS2HIGHERLEVELSOFIDIOCENTRISMWILLLEADTOGREATERATTRACTIONTHEMOREANORGANIZATIONSCULTUREISPERCEIVEDASINDIVIDUALIST,ANDALLOCENTRISMWILLBEASSOCIATEDWITHORGANIZATIONALATTRACTIONIFTHEO
23、RGANIZATIONISPERCEIVEDASHAVINGAMORECOLLECTIVISTCULTUREINSUM,THEN,ITISEXPECTEDTHATSIMPLEMENTIONSOFDIFFERENTTYPESOFPERFORMANCEBASEDINCENTIVEPLANSINARECRUITINGADVERTISEMENTWILLDIFFERENTIALLYAFFECTPERCEPTIONSOFORGANIZATIONALCULTURE,ALTHOUGHESPECIALLYINABETWEENSUBJECTSDESIGNTHEEFFECTMAYBESMALLALSO,ABETWE
24、ENSUBJECTSDESIGNMAYNOTSHOWTHESAMEOVERWHELMINGPREFERENCEFORINDIVIDUALOVERCOLLECTIVEREWARDSFOUNDINPREVIOUSRESEARCHFURTHER,ORGANIZATIONALCULTUREPERCEPTIONSSHOULDMODERATETHEEFFECTOFINDIVIDUALDIFFERENCESONATTRACTIONIFINFACTADVERTISINGANINDIVIDUALINCENTIVEPLANLEADSTOPERCEPTIONSOFGREATERORGANIZATIONALINDIV
25、IDUALISM,ITWILLBEMOREATTRACTIVETOVIEWERSHIGHINIDIOCENTRISMTOTHEEXTENTTHATADVERTISINGCOLLECTIVEINCENTIVESLEADSTOPERCEPTIONSOFGREATERORGANIZATIONALCOLLECTIVISM,VIEWERSHIGHINALLOCENTRISMWILLBEMOREATTRACTEDCONCLUSIONSORGANIZATIONSOFTENADVERTISETHATSALARIESCANBESUPPLEMENTEDBYPERFORMANCEBASEDBONUSESORTHAT
26、THEYOFFERPROFITSHARINGPLANS,ANDSUCHSTATEMENTSARECLEARLYBELIEVEDTOSERVEASINDUCEMENTSMUCHOFTHEIRPRESUMEDAPPEALMAYOFCOURSEDERIVEFROMPOTENTIALRECRUITSBELIEFSABOUTTHEIRLIKELYINCOMETHISSTUDYDEMONSTRATESTHAT,TOVIEWERS,SUCHSTATEMENTSCANALSOBESUGGESTIVEOFTHEORGANIZATIONSCULTURESOMEORGANIZATIONSMAYNOTNECESSAR
27、ILYINTENDTOSENDSUCHSIGNALS,ANDWHETHERRESULTINGPERCEPTIONSAREACCURATEORNOTISOFCOURSEASEPARATEQUESTIONIFTHECULTURALPERCEPTIONSCREATEDBYADVERTISINGAPARTICULARCOMPENSATIONPOLICYAREINFACTACCURATE,THENSUCHANADVERTISEMENTMAYHELPTOATTRACTNOTJUSTGREATERNUMBERSOFAPPLICANTS,BUTAPPLICANTSLIKELYTOBEAGOODFITWITHT
28、HEORGANIZATIONALTHOUGHPREVIOUSRESEARCHINCOMPENSATIONANDRECRUITMENTHASLINKEDINDIVIDUALDIFFERENCESSUCHASNEEDFORACHIEVEMENTANDATTITUDESTOWARDPAYDIRECTLY,HEREWEFOUNDTHATTHEEFFECTSOFINDIVIDUALDIFFERENCESONORGANIZATIONALATTRACTIONWEREMODERATEDBYPERCEPTIONSOFORGANIZATIONALCULTURETHEMOREIDIOCENTRICPARTICIPA
29、NTSWERENOTNECESSARILYMOREATTRACTEDTOTHECOMPANYOFFERINGINDIVIDUALBONUSESTHEYWEREONLYMORELIKELYTOPREFERTHATCOMPANYIFTHEYPERCEIVEDITASHAVINGANINDIVIDUALISTICCULTURENOTABLY,ORGANIZATIONALCULTUREPERCEPTIONSWEREINFLUENCEDBYASUBTLEANDINTHEFIRSTSTUDY,BETWEENSUBJECTSMANIPULATIONOTHERRESEARCHERSHAVEDEMONSTRAT
30、EDTHATCOMPARATIVELYLENGTHYDESCRIPTIONSOFANORGANIZATIONCANBEMANIPULATEDTOAFFECTPERCEPTIONSOFITSPERSONALITYHERESIGNIFICANTDIFFERENCESINPERCEIVEDORGANIZATIONALCULTURERESULTEDFROMAVERYBRIEFMENTIONOFBONUSTYPEINAREALISTICADVERTISEMENTTHEUSEOFEXPERIMENTALMETHODOLOGYANDFICTITIOUSORGANIZATIONSALLOWEDRESPONDE
31、NTSFAMILIARITYWITHTHEORGANIZATIONTOBEKEPTCONSTANTFUTURERESEARCHSHOULDADDRESSTHEEXTENTTOWHICHPOTENTIALRECRUITSIMPRESSIONSOFORGANIZATIONALCULTURECANBESWAYEDBYCOMPENSATIONINFORMATIONFORORGANIZATIONSWITHEXISTINGREPUTATIONSALSO,GIVENTHESPECIALSALIENCEOFCOMPENSATIONINFORMATIONTOPOTENTIALAPPLICANTS,ITWOULD
32、BEINTERESTINGTOEXAMINEHOWSTATEMENTSABOUTPAYPRACTICESAFFECTCULTURALPERCEPTIONSINCOMBINATIONWITHCLAIMSMADESPECIFICALLYABOUTACOMPANYSCULTURALVALUESALTHOUGHNOTALLRESPONDENTSINTHESESTUDIESWEREACTIVELYSEEKINGFULLTIMEEMPLOYMENT,THEYWERELIKELYTODOSOINTHERELATIVELYNEARFUTURE,ANDOTHEREXPERIMENTALRESEARCHINREC
33、RUITMENTADVERTISINGHASFOUNDNODIFFERENCESINRESPONSESBETWEENSTUDENTSACTIVELYSEEKINGEMPLOYMENTANDTHOSENOTITISALSOQUITEPOSSIBLETHATRESPONDENTSWITHMOREEXTENSIVEWORKEXPERIENCEWOULDBEEVENMORESENSITIVETOTHECULTURAL,ASWELLASFINANCIAL,IMPLICATIONSOFVARIOUSCOMPENSATIONPRACTICESTHISWOULDBEANOTHERIMPORTANTEXTENS
34、IONFORFUTURERESEARCHINTHEFIRSTSTUDY,THEREWASNODIFFERENCEINRATEDORGANIZATIONALATTRACTIONACROSSTHEFOURTYPESOFBONUSESTHESECONDSTUDYFOUNDAPPROXIMATELYEQUALNUMBERSOFRESPONDENTSCHOOSINGTHEORGANIZATIONOFFERINGPROFITSHARINGANDTHEONEOFFERINGINDIVIDUALPERFORMANCEBONUSESTHESERESULTSSTANDINSHARPCONTRASTTOPREVIO
35、USRESEARCH,WHICHHASREPORTEDASTRONGMAJORITYPREFERENCEFORREWARDSYSTEMSTHATRECOGNIZEINDIVIDUALRATHERTHANCOLLECTIVEPERFORMANCETURBANANDKEONWROTETHATMOSTAPPLICANTSWILLBEMOREATTRACTEDTOFIRMSWHENCOMPANYRECRUITMENTBROCHURESSTRESSTHATINDIVIDUALPERFORMANCEISREWARDEDKUHNANDYOCKEYFOUNDTHATPEOPLEWEREMORECONFIDEN
36、TOFRECEIVINGBONUSESBASEDONTHEIROWNINDIVIDUALPERFORMANCETHANONTEAMORORGANIZATIONALPERFORMANCERYNES,COLBERTANDBROWNREPORTEDTHATAPREPONDERANCEOFHUMANRESOURCEPROFESSIONALSALSOAGREEDTHATMOSTEMPLOYEESPREFERTOBEPAIDONTHEBASISOFINDIVIDUALPERFORMANCERATHERTHANONTEAMORORGANIZATIONALPERFORMANCETHERESULTSOFTHEP
37、RESENTRESEARCH,WHILENOTNECESSARILYCONTRADICTINGTHEBASICTRUTHOFTHATCLAIM,SUGGESTSOMECAVEATSREPORTEDPREFERENCEFORINDIVIDUALBASEDPAYMAYBESTRONGERWHENRESPONDENTSOVERTLYCOMPAREPAYPRACTICES,ASINPREVIOUSSTUDIESOFTHISTOPICHERETHEUSEOFADVERTISEMENTSREDUCEDTHEDEMANDCHARACTERISTICSTHATAREOFTENANISSUEINORGANIZA
38、TIONALATTRACTIONRESEARCH,ASWELLASHAVINGGREATERECOLOGICALVALIDITYTHEPRESENTSTUDYSUSEOFSUPPLEMENTALBONUSES,RATHERTHANCHANGESINBASEPAY,ISALSOLIKELYTOHAVELESSENEDNEGATIVEREACTIONSTOCOLLECTIVEREWARDSINPRACTICE,VARIABLEPAYMAYSOMETIMESBEFRAMEDASTHETHREATOFALOSSRATHERAPOTENTIALGAINMOREOVER,INMANYORGANIZATIO
39、NS,COMPENSATIONMAYBEBASEDONBOTHINDIVIDUALANDCOLLECTIVEACHIEVEMENTSFOREXAMPLE,PAYRAISESMIGHTREFLECTINDIVIDUALMERITANDACCOMPLISHMENTWHEREASBONUSESMIGHTBEBASEDONACHIEVINGATEAMORDEPARTMENTGOALTHERESULTSOFTHEPRESENTRESEARCHARENOTEWORTHYINTHATTHEYSUGGESTTHATBOTHCOLLECTIVEANDINDIVIDUALREWARDSMAYHAVEPOSITIV
40、ECONNOTATIONSFORSOMEPOTENTIALAPPLICANTSMOSTIMPORTANTLY,THEYSUGGESTTHATRESEARCHONCOMPENSATIONANDATTRACTIONWILLBENEFITFROMCONSIDERINGTHEEFFECTSOFCOMPENSATIONPRACTICESONCULTURALPERCEPTIONS,ASWELLASONINCOMEEXPECTATIONSFROMATHEORETICALPERSPECTIVE,THESERESULTSHIGHLIGHTTHEIMPORTANCEOFCLEARERCONCEPTUALIZATI
41、ONOFSUBJECTIVEPERSONORGANIZATIONFITASRECENTLYDETAILEDBYPIASENTINANDCHAPMAN,THEREISSTILLRELATIVELYLITTLEATTENTIONDEVOTEDTOUNDERSTANDINGWHETHERSUBJECTIVEPOFITISMULTIDIMENSIONALANDHOWTHECONSTRUCTSHOULDBEOPERATIONALIZED,ALTHOUGHTHEREISGENERALAGREEMENTTHATITHASIMPORTANTIMPLICATIONSFOROUTCOMESSUCHASAPPLIC
42、ANTATTRACTIONRESEARCHONCOMPENSATIONPRACTICESANDSUBJECTIVEPOFITHASTYPICALLYUSEDANEEDSSUPPLIESDEFINITIONWHETHEREXPLICITLYSTATEDASSUCHORNOT,ASSUMINGTHATAPPLICANTSJUDGEWHETHERAGIVENJOBISLIKELYTORESULTINTHEIRDESIREDINCOMEBUTSUBJECTIVEPOFITCANALSOBEDEFINEDASSUPPLEMENTARYFIT,IETHEEXTENTTOWHICHANINDIVIDUALS
43、CHARACTERISTICSAREBELIEVEDTOBESIMILARTOEXISTINGORGANIZATIONALCHARACTERISTICSTHEEFFECTOFTHISLATTERTYPEOFPERCEIVEDFITWASOBSERVEDINTHISSTUDYALTHOUGHOVERALLSUPPLEMENTARYFITISTHEMOSTCOMMONOFTHEFOURMETHODSOFCONCEPTUALIZINGFITOUTLINEDBYPIASENTINANDCHAPMAN,ITHASRECEIVEDSCANTCONSIDERATIONASAPPLIEDTOUNDERSTAN
44、DINGTHEEFFECTSOFCOMPENSATIONPRACTICESWHENATTEMPTINGTOASSESSWHATCOMPENSATIONPRACTICESWILLATTRACTAPPLICANTS,ORPARTICULARKINDSOFAPPLICANTS,RESEARCHERSSHOULDBEAWARETHATTHEIRSTUDYDESIGN,BYREFLECTINGONEOFTHESEPERSPECTIVES,MAYSHAPETHEPREFERENCESTHEYOBSERVEEXTRACTS译文薪酬作为组织文化信号宣传个人或集体的激励效应KRISTINEMKUHN薪酬制度在良
45、好的组织文化中扮演了关键的角色；它们影响员工的积极性、满意度和行为，并且帮助员工确定什么是组织价值观念。薪酬制度在大部分现有研究检测保留效果后，也被认为能通过组织成员的自我选择去影响文化（和绩效）。已实施的薪酬制度如何去影响新员工招聘已经很少被关注；大部分完成的调查都集中研究新员工对薪酬水平或期望收入的反应。但薪酬制度也能担当起组织文化潜在人群的信号。虽然有许多塑造和反映组织文化的人力资源政策和措施，但是薪酬制度是一个非常突出的组织维度，申请者可能在他们做出工作选择时就意识到，甚至招聘广告的偶然观众也可能留意到关于薪酬的任何信息。SPENCE的信号理论认为，那些显著属性经常被视为不易察觉的属性
46、指标。RYNES提出，薪酬制度是聪明地吸引（或排斥）合适的人群，因为他们传达着一种组织的精神、价值和实践。然而迄今为止，经验性证据直接支持这个观点的非常稀少。在目前研究检查中第一个调查的问题是，那些在一般招聘广告或工作公告上体现的对各种基于绩效的奖励的简单描述，事实上常常导致观众对组织文化做出不同的推断（可能正确也可能不正确）。正如招聘所适用的，传统组织认为个人将被他们认为能融合的组织所吸引，因此组织文化将吸引各种不同的潜在人群。然而，过去在不同类型的绩效薪酬措施的态度研究上，通常要求被调查者直接比较薪酬措施。第二个研究问题在这里解决的是，个体差异在不同薪酬方式中反映的效果是缓和组织文化观念。
47、集体和个人的绩效薪酬和组织文化绩效薪酬在薪酬制度措施和组织文化中已被称为“最明显的环节”。大部分这样的制度是基于个人绩效的评价，但奖励也可以团队、组织或其他集体的水平来决定。请注意，早先在薪酬选择（主要是美国的）的研究发现大部分员工更喜欢基于个体绩效的薪酬支付而不是团队或集体绩效。跨文化差异在相对偏爱的公平和报酬分配的公正上自然是被广泛学习的。但是值得注意的是，那些条件不一定等于“个人”和“集体”奖励。此外，在集体主义的国家甚至已经发现，受访者认为公正的奖励政策比基于平等的政策更明确。以往的研究通常要求受访者直接比较不同的薪酬措施；这增加了社会期许效果的可能性。KUHN和YOCKEY发现，当收
48、入基于个人绩效而不是集体绩效时，比起固定工资美国大学生更喜欢以绩效为基础的薪酬；当个人/集体因素被内部而不是个体之间操作时这种影响会非常强烈，尽管它依然是从个体水平之间获得。在这项研究中的受试者更相信在个人绩效薪酬条件下能拿到更高的薪酬，而事实上这项研究设计明确指引受访者去关注唯一约定金额的收入，工作选择要和除薪酬之外的相似。因此，以往的研究并未旨在检测不同类型的绩效薪酬计划是否通过组织文化观念的作用改变对人群吸引力。鉴于个人奖励计划往往被批评存在消极因素影响组织文化，研究设计用在这里，这里的薪酬措施是嵌入到广告中和受访者被邀请去鉴定组织吸引力运转的地方而不是薪酬措施本身，增加了一个针对个人和
49、集体奖励的相关吸引力的新视角。集体和个人奖励体系在以前的研究态度中都采用了促销、加薪、奖励工资和其他奖金等这些不同的奖励。这里奖金的使用是为了规范绩效基础（例如，加薪不经常以组织绩效为基础）。关于奖金的信息也经常体现在招聘广告上。假定为有效的基于个人绩效的奖金做广告将导致一个组织被认为更有个人主义文化。这可能特别真实如果奖金是基于雇员绩效隐含的等级，而不是制度不建议以零和竞争为奖励（例如基于完成特定目标的奖励或获取技能的奖励）。同样的，基于团队或组织绩效的广告奖励也能导致一个组织被认为更有集体文化。假设1基于个人绩效的广告奖励将导致一个组织的文化被认为更具个人主义；基于团队或组织绩效的广告奖励将导致该组织文化被认为更有集体主义。薪酬制度和人与组织匹配人与组织匹配在很多方面都被概念化了。关于匹配和薪酬措施，研究人员通常使用需求观点来评估个人喜好和需要匹配的工资体系。例如，CABLE和JUDGE进行抽样研究学生响应哪些不同做法的薪酬措施。虽然受访者通常被吸引到高薪酬水平和基于个人绩效而不是团队成就的加薪，更多特别是物质追求者被更高的薪酬水平所影响，还有个人主义预测较强的偏爱基于个人绩效的加薪。TURBAN和KEON发现基于个人绩效的加薪相比于资历加薪使组织更有吸引力，这种效果能放缓受访者的成就需要。假设2高水平的个人中心倾向将
