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Objective rewarding, managerial motivation and organizational commitment: The intervening role of justice

Performance Measurement and Management Control: Measuring and Rewarding Performance

ISBN: 978-0-7623-1479-9, eISBN: 978-1-84950-571-0

ISSN: 1479-3512

Publication date: 4 August 2008

Abstract

The behavioural accounting literature suggests that managerial motivation and commitment are affected by the way in which managerial performance is evaluated, but little is known about what aspects of rewarding system are crucial in evoking desired outcomes. In this chapter we explore whether managerial motivation and commitment depend on the level of objectivity of the rewarding system, and what variables mediate this relationship. We develop a causal model in which we set up hypotheses about the intervening role of managerial perceptions of justice. We test these hypotheses using survey data from a sample of 161 managers from 11 commercial banks. The chapter contributes to the literature by providing empirical evidence on the antecedents and consequences of justice in an applied setting, suggesting the important mediating role of justice in the relationship between rewarding systems and managerial motivation.

Citation

Hartmann, F.G.H. and Slapničar, S. (2008), "Objective rewarding, managerial motivation and organizational commitment: The intervening role of justice", Epstein, M.J. and Manzoni, J.-F. (Ed.) Performance Measurement and Management Control: Measuring and Rewarding Performance (Studies in Managerial and Financial Accounting, Vol. 18), Emerald Group Publishing Limited, Bingley, pp. 127-144. https://doi.org/10.1016/S1479-3512(08)18006-6

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited