长期导向绩效工资制与组织创造力:组织结构的调节作用

Long-term Oriented Performance-based Pay System and Organizational Creativity:The Moderating Role of Organization Structure

绩效工资制与组织创造力的相关关系一直存在争论;然而,鲜有文献研究其关系如何受制于组织结构情境压力。借鉴战略决策理论与组织理论,构建了组织结构、激励模式与组织创造力的理论模型。以长三角地区137家企业组织层面数据为调研对象,运用SPSS数据分析后得出:(1)长期导向绩效工资制将促进组织创造力;(2)组织规范化会促进绩效工资制的实施,而组织集权化与规模化则会制约绩效工资制得以开展;(3)组织规范化正向调节绩效工资制与组织创造力之间的关系;组织集权化则负向调节上述关系,组织规模化对上述关系无显著性影响。结论表明:企业在成长过程中,保持一定的组织规范化与分权化,有助于绩效工资制在企业中的应用推广与组织创造力的提升。

The relationship between performance-based pay system and organizational creativity has been controver-sial.The paper argues that this just shows the importance of applying context in the workplace.Therefore,at the moment when pursuing organizational creativity is increasingly becoming the highest management realm by organizations,it has become an urgent research issue to explore in which context the performance-based pay system developed by organizations can better harvest organizational innovation.Using the strategic decision-making theory and organizational theory,this paper constructs a theoretical model of organizational structure,incentive model and organizational creativity,and carries out the following research design:Firstly,the research combines the long-term orientation of Chinese traditional culture,which integrates the"past"and"future"well and maintains long-term consistency,into the performance-based incentive system,so as to better reveal the black box of the relationship between the performance-based pay system and organization innovation.Secondly,the research brings the organizational structure into the theoretical model to explore the impact mechanism of the classic dimensions of the organizational structure,with centralization,standardization and scale included.Finally,in order to explore how the external situational influence on the performance-based pay system,the study examined the moderated role of the organizational structure.By conducting a questionnaire survey on 137 enterprises in the Yangtze River Delta as the research sample,and collecting the questionnaire with organizational level and using SPSS data analysis,it reaches the following conclusions:(1)The implementation of long-term oriented performance-based pay system in enterprises will promote organizational creativity;(2)Organizational formalization will promote the implementation of performance-based pay system,while centralization and scale will weaken it;(3)Organizational formalization positively moderates the relationship between performance-based pay system and organizational creativity.Organizational centralization negatively moderates the above relationship,and organizational scale has no significant effect on it.The paper makes the following theoretical contributions:(1)It enriches incentive topics-"Popular topics of practice and minority topics of theory",and provids new empirical results for the paradox between performance-based pay system and organizational innovation through empirical research.(2)It deepens the research on the antecedents of the performance-based pay system,and enriches the relevant theories of incentive strategies as well,by effectively connecting the organizational structure,incentive model and organizational innovation.(3)It responds successfully to scholars'call for increasing more situational application as workplace of performance-based pay system,by exploring the moderating effect of organizational centralization,formalization and scale as a situational variable in the promotion of organizational innovation through performance-based pay system.The policies and management implications of this research are as follows.Firstly,the research results imply that enterprises pursuing innovation performance should develop long-term and continuous performance plans,performance measurement and interviews,as well as wage and salary policy based on performance.Secondly,with the expansion of the enterprise scale,it is encouraged to maintain a certain level of decentralization and formalization,especially when conducting performance appraisal and formulate performance pay.Finally,the excessive centralization is not beneficial to promote the organizational creativity,as well as to the application of long-term performance pay system.In contrast,when in the context of formalization with explicit rules and regulations,strict process description,detailed job requirements,etc,the benefits of performance-based pay system are easier to reap.There are some limitations inherent in the research.For example,centralization,standardization and scale may have interactions in real workplace.Therefore,future research should consider the potential interactions among different dimensions of the organizational structure to more truly reflect the comprehensive influential mechanism.In addition,future research needs to conduct a longitudinal comparative study to further deepen the understanding of causality or correlation between performance compensation and organizational innovation.