Search results

By distinguishing between core business service and value-added service in mobile payment applications, this paper aims to incorporate point mechanisms (point rewarding and point exchanging) into these two separated roles of services to understand user loyalty formation. Specifically, this study aims to examine the mediating role of need satisfaction and perceived value in the relationships between point mechanisms and user loyalty.

Drawing upon self-determination theory and perceived value lens, this study develops a theoretical model that examines the mediation effects of multiple psychological outcomes on the relationships between point mechanisms (point rewarding and point exchanging) and user loyalty in the context of mobile payment. Data were collected from 731 users of a leading mobile payment application in China through an online survey. Structural equation modeling was used to analyze the hypothesized relationships.

Empirical results suggest that point rewarding enhances users’ need satisfaction of core service, whereas point exchanging increases users' perceived value of additional value-added service. Results also reveal that need satisfaction and perceived value mediate the relationships between point mechanisms (i.e. point rewarding and point exchanging) and user loyalty. In sum, the findings enhance our understanding of user loyalty formation from a dual channeling perspective.

This study informs the managers of mobile payment applications on how to build user loyalty by enhancing users' experience of core business service and value-added service through point mechanism implementation.

This study highlights the importance of both core business service and value-added service in mobile payment applications and provides new insights into the effects of point mechanisms on user loyalty by considering different service routes. Additionally, this study uncovers the mediation mechanisms of users' need satisfaction of core service and users' perceived value of additional value-added service on the two service routes, which further enrich our understanding regarding the user loyalty formation of mobile payment applications.

Given the controversial nature of the effectiveness of loyalty programs (LPs), this paper examines the effect of a new type of LP, namely green LPs, on consumers' perceived value of LPs. Specifically, the authors identify three types of green LP design and test their impact on perceived value.

An experimental protocol involving 1,016 shoppers was adopted in order to analyze the three types of green LPs identified in the literature.

Supported by social exchange theory (SET), the results show that a green LP can influence the perceived value of LPs. Such programs can drive psychological value in addition to the economic value linked only to monetary incentives. LPs rewarding sustainable behavior appear to be the most significant generators of value.

Since corporate social responsibility (CSR) is now critical to a company's success, this study investigates how firms can integrate it in order to improve the effectiveness of their LP design.

This paper contributes to budgeting-related literature by investigating whether the participation of operational managers in budgeting, and budget-based evaluations and the rewarding of operational managers, significantly mediate the relationship between budget use for operational management and the perceived usefulness of the budget.

The paper is based on data gathered from a survey of Czech medium- and large-sized companies from the manufacturing sector. The hypothesised relationships are tested using partial least squares structural equation modelling (PLS-SEM).

Overall usefulness of the budget, as perceived by principals (top managers), is positively influenced by the scope of budget use, but, more importantly, the positive mediating effects of participative budgeting and budget-based evaluation and rewarding on this relationship are significant and strong.

The subjective perceptions of respondents were investigated with the understanding that they may not represent actual situations in their organisations. Companies with well-functioning budgeting systems were more likely to take part in the research. Regarding satisfaction, the authors studied the perceived usefulness of the budget. Only medium- and large-sized manufacturing companies located in a post-communist country were analysed and generalisations should, therefore, be taken with caution.

The results in the studied sample indicate that satisfaction with budgeting is positively correlated with the rewarding and evaluation of operational managers, and with enabling the participation of operational managers in preparing and updating their budgets.

This research contributes to prior literature on budgeting by investigating the mediating effects of the participation of operational managers in budgeting, and the budget-based evaluation and rewarding of operational managers on the perceived usefulness of the budget by principals in an integrated model using the PLS-SEM approach.

High European standards of life quality are declared in a set of legislative documents in Ukraine, but the rewarding policy for the healthcare employees because of the coronavirus disease 2019 (COVID-19) disease remains not fully implemented. The purpose of the study is to develop indicators, standards and methods of assessing rewarding policies for healthcare employees in terms of providing decent labour remuneration that are useful for all stakeholders of the healthcare sector in Ukraine.

The study proposes the methodical foundations of developing evaluation tools of rewarding policies for implementing the decent work concept at the sectoral level.

The findings identify the complex indicator of decent labour remuneration in the healthcare sector in Ukraine, which is 0.185. It proves that the level of the decent labour remuneration of the healthcare employees in Ukraine is at the low level.

The study provides the important recommendations for all policymakers in the healthcare sector in different countries in the context of diagnosing the problems in the rewarding policies and determining the directions for improvement in terms of implementation of the decent work principles.

By proposing and calculating the main methodical foundations of evaluation tools development of rewarding policies in the context of realisation of the decent work concept at the sectoral level, the study fills a void in the decent labour remuneration and the labour economics theory literature.

This paper aims to examine the validity of contingent reward and its relationship to extra effort and to further advance understanding of the leader/follower performance reward relationship.

The concept of contingent reward has largely remained unchanged since 1985. Consequently, the items of contingent reward were examined in terms of their content validity that was guided by transactional leadership theory, re‐formulated path‐goal theory of leadership, and negotiation theory. Three new contingent reward factors were identified (i.e. framing, clarifying, and rewarding). These were examined using one‐factor congeneric measurement models. Valid factors were identified using a high‐order confirmatory factor analysis to further confirm the structural validity of the three new factors of contingent reward. Finally, structural equation models were calculated to examine the relationships among contingent reward factors and extra effort.

Three distinct factors of contingent reward were identified and their relationships with extra effort was consistent with the integrative negotiation strategies where each factor formed part of a negotiation process. Contingent reward (framing) initiates the negotiation process and directly loads on contingent reward (rewarding and clarifying); contingent reward (framing) did not directly load on to extra effort. Contingent reward (rewarding) supports the negotiation process by loading directly on contingent reward (clarifying). The negotiation process is completed with contingent reward (clarifying) directly loading on extra effort. These three contingent reward factors form a simple negotiation process that highlights several important aspect of the leader/follower reward performance relationship.

This study uses a cross‐sectional design that means that its findings may not be generalisable to other populations. However, the findings of this study should encourage researchers to appreciate that common leadership behaviour, like contingent reward, may have more complex interrelationships with outcome factors such as extra effort than previously expected.

Leaders should view their use of contingent reward behaviours in terms of a process rather than simply exhibiting a single clarifying contingent reward type behaviour. In other words, leaders need to establish the boundaries (i.e. framing), acknowledge involvement (i.e. rewarding), and then elucidate mutual outcomes (i.e. clarifying). This process should enable leaders to negotiate greater flexibilities and create more momentum within their leader/follower performance reward relationships.

This paper challenges the foundation ideas and empirical pedigree of contingent reward and incorporates advances in theories such as the reformulated path‐goal theory and interpret the behaviours in a broader multi‐disciplinary context, i.e. integrative negotiation strategies.

The paper aims to address a topic that has not been systematically studied in the organisational citizenship behaviour (OCB), performance appraisal and rewards literature. Specifically, this paper seeks to examine the potential effects of rewarding OCBs by explicitly incorporating them into performance appraisal and reward systems.

A review of relevant theory and literature is provided and propositions concerning the possible effects of assessing and rewarding OCBs are offered.

The findings show that there are potential advantages and disadvantages of formally incorporating OCBs into performance appraisal systems and that it seems likely that more organisations will move toward formally measuring and rewarding OCBs.

While most research indicates that OCBs are associated with positive outcomes, this paper also addresses potential negative consequences of formally evaluating and rewarding OCB.

The aim of this paper is to investigate the relationship between: two extreme points of discrete types of emotions (“joy” and “frustration”); two types of managerial practices (“reward” and “empowerment”); and employee‐perceived service quality.

A conceptual model of the aforementioned relationships has been presented, along with hypotheses on these relationships and collected data with a survey study frontline employees in service organizations. This paper has analyzed the data in order to test the hypotheses.

The findings indicate that employees' feelings of joy and frustration explain more of the variance in employee‐perceived service quality than managerial practices, i.e. “reward” and “empowerment.” Specifically, employees' feelings of frustration are found to be detrimental for employee‐perceived service quality.

This paper limits its focus to two types of managerial practices and two distinct feelings.

The paper has demonstrated the importance for managers to consider how their practices influence the service quality that their employees provide to customers. In particular, managers should be aware of employee's feeling of joy or frustration because of its role in explaining employee‐perceived service quality.

The paper has developed and tested an original conceptual model of a relatively unexplored area of services management.

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.

Motivated by the perceived disparity between supply and demand for skilled workers in STEM fields, namely, science, technology, engineering and math, the purpose of this paper is to conduct an empirical study of attitude and readiness for STEM education and careers among American and Chinese college students in business disciplines. The authors’ findings point out that students in China and the USA have some significantly different perspectives of STEM maybe because they are prepared and inspired differently. These differences may have fundamentally impacted their attitude and readiness for pursuing a STEM career. Implications from this research project should be noteworthy to educators and academic administrators so that appropriate curricula and cultivation can be offered.

The authors have decided to look into the situation using a comparison approach by surveying a randomly chosen group of college students from China and another from the USA and then analyzed their responses to the authors’ delicately constructed survey in a hope of finding any patterns that may cause the authors to rethink about the authors’ approaches to cultivating interest in STEM.

The findings described in the paper should offer us some significant, though still preliminary, implications as follows: both American and Chinese students admire STEM careers, but feel rewarding differently; American students may have other career choices that may be equal or more rewarding while Chinese students choose STEM fields by following a cultural norm; having early exposure to science subjects and gaining relevant experience help grow interest in STEM among American students, but such exposure may bring about negative effect on career choices; American female students are at least as capable of succeeding in STEM as their male counterparts; American students seek more advice on their career choices than Chinese students who may follow a cultural norm. Advisory service from teachers and parents may impact differently from peer influence does; extracurricular activities can more positively affect interest in STEM than taking science courses.

Although the survey has collected responses from only business students in both countries, the resulting implications should reflect what a sizable segment of college students feel and think about STEM and thus should allow educators and institutional administrators to use as evidence in pursuing innovative curricula and advisory services that would better prepare our future students for STEM education and beyond, especially in those disciplines, like business administration, in which STEM skills are increasingly in demand.

Some significant, though still preliminary, implications should be readily drawn from the study: first, both American and Chinese students admire STEM careers, but rewarding may mean different things to them. American students may have other career choices that may be equal or more rewarding per their definition of rewarding while Chinese students may pursue STEM fields by following a cultural norm rather than by considering it rewarding. Second, having early exposure to science subjects and gaining relevant experience can help grow interest in STEM among American students, but such exposure, especially taking science courses, may bring about negative effect on career choices. Extracurricular activities can more positively affect interest in STEM than taking science courses. Third, female students are at least as equally interested and capable of succeeding in STEM as their male counterparts, but their interest and confidence may be more vulnerable to challenges imposed by market reality and cultural bias. Fourth, American students seek more advice when available on their career choices than Chinese students do as the former may face more competing career choices and possess less preparation for STEM than the latter does. Finally, advisory service from teachers and parents may impact differently than the influence peers can perpetrate. Club activities when peers can naturally influence each other may be quite effective in promoting interest in and preparing readiness for STEM, and these activities are more effective to American students than Chinese students and to male students than female students.

Nine hypotheses are proposed to validate through this empirical study. These hypotheses reflect thoughts upon the literature review and pertain to the factors that should impact STEM education.

The purpose of this paper is to investigate the way in which CEOs are shielded or rewarded for incurring R&D expenses. Strategic expenses such as R&D yield returns over a long period of time even though GAAP requires them to be written off in the period they are incurred. Going beyond the existing shielding paradigm, the paper investigates whether compensation committees actively reward CEOs for incurring strategic expenses.

The paper uses empirical analysis by using regression analysis with CEO compensation (both cash and equity) as the dependent variable and firm size, firm performance, earnings risk, market‐to‐book ratio, R&D expenses, advertising expenses and governance variables as control, independent and test variables.

The paper shows that CEOs are not only shielded but are actively rewarded for incurring R&D expenses. The paper also shows that the shield/reward effects are stronger in manufacturing firms. Finally, the paper shows that independent compensation committees increase rewards for R&D expenses.

Given the small sample of firms with advertising expense data, a larger sample, possibly using hand‐collected data will be required to arrive at definitive conclusions regarding shielding/rewarding for advertising. Furthermore, the shielding of both R&D and advertising expenses should be looked at in conjunction with the duration of the persistence of benefits of such strategic expenses.

This paper shows how compensation committees can use compensation to induce executives to undertake strategic expenses on behalf of the firm.