Traditionally, bureaucrats are viewed as a stereotypical example of employees with flat pay schedules and low-powered incentive schemes. This paper challenges this view by providing evidence that wages of a particular group of senior bureaucrats city managers are tightly connected to their performance. In particular, salaries of city managers are strongly linked to city growth. Additional tests...

during the recent years the problem of job satisfaction has been the focus of management attention in most organizations. besides, managers have sought different ways to solve such problems by increasing wages and salaries, establishing a reward system and reorganization. among the new approaches, based on behavioral science, the redesign of jobs seems to have been the solution. the guestion is...

This study examines e-mail response latency as an expectancy violation and explores its impact. Managers evaluate job candidates who varied in their response latency to an e-mail (1 day, 2 weeks, and silence for more than a month) and in their reward valence. As predicted by expectancy violations theory, candidate reward valence moderates the effect of response latency on variables such as appl...

This study examines e-mail response latency as an expectancy violation, and explores its impact. Managers evaluated job candidates who varied in their response latency to an e-mail (one day, two weeks, and silence for over a month), and in their reward valence. As predicted by expectancy violations theory (Burgoon & Hale, 1988), candidate reward valence moderated the effect of response latency ...

Managers, consultants, and the financial press assert that compensation plans based on residual income change managers’ behavior. This assertion is empirically tested by selecting a sample of firms that began using a residual income performance measure in their compensation plans and comparing their performance to a control sample of firms that continue to use traditional accounting earnings-ba...

A multi-divisional firm can engage in ”winner-picking” to redistribute scarce funds efficiently across divisions. But there is a conflict between rewarding winners (investing) and producing resources internally to reward winners (incentives). Managers in winning divisions are tempted to free-ride on resources produced by managers in loosing division whose incentives to produce resources, antici...

The use of competency systems to evaluate, reward, and promote managers has become commonplace in large organizations in recent years. Yet despite their popularity, there is scant evidence that competency systems increase managerial effectiveness and improve organizational performance. We first analyze the individual-level determinants of progression within a competency system and the links of ...

This study was aimed at investigating the impact of organizational factors, leadership style, reward system and job design on psychological empowerment and its dimensions. This study was also aimed at measuring the level of employees' psychological empowerment. Applied research method was survey-correlation using questionnaire as the measurement tool. Statistical population included all employe...