Input-Based Performance Evaluation, Incentive Intensity, and Proactive Work Behavior
Abstract
Purpose
We examine how input- (vs. output-) based performance evaluation and incentive intensity impact employees’ autonomous motivation, thereby influence their proactive work behaviors.
Methodology
We collected survey responses from 309 employees of different firms. Multi-group Structural Equation Modeling analyses were used to analyze the data.
Findings
Input-based evaluation had a positive effect on autonomous motivation and proactive work behaviors when task uncertainty was high, but a negative effect when it was low. Autonomous motivation had a positive effect on proactive work behaviors.
Research implications
Our results on the moderating effect of task uncertainty provide insights into inconsistencies in earlier studies. Moreover, applying self-determination theory of motivation to incentive research can provide some insights into why sometimes, incentives can negatively affect performance.
Practical implications
The study of proactive work behaviors is important because despite their necessity in the fast-changing business environment, they are relatively unexplored in the incentive literature. Proactivity is especially important for tasks that are high in uncertainty because the exact tasks to achieve those goals are hard to specify.
Originality/value of paper
We investigate the effect of performance management system on proactive work behaviors, mediated by autonomous motivation and moderated by task uncertainty.
Keywords
Acknowledgements
Acknowledgments
The authors would like to thank participants of the 2010 American Accounting Association annual meeting, and workshop attendees at Xiamen University and Southwest University of Finance and Economics, for their helpful comments.
Citation
Guo, L., Wong-On-Wing, B. and Lui, G. (2014), "Input-Based Performance Evaluation, Incentive Intensity, and Proactive Work Behavior", Advances in Management Accounting (Advances in Management Accounting, Vol. 22), Emerald Group Publishing Limited, Leeds, pp. 185-223. https://doi.org/10.1108/S1474-7871(2013)0000022013
Publisher
:Emerald Group Publishing Limited
Copyright © 2013 Emerald Group Publishing Limited