A Multi-Cultural Study of Salespeople's Behavior In Individual Pay-For-Performance Compensation Systems: When Managers Are More Equal And Less Fair Than Others
Journal
Journal of Personal Selling and Sales Management
ISSN
0885-3134
1557-7813
Date Issued
2017
Author(s)
Rouziès, Dominique
Onyemah, Vincent
Iacobucci, Dawn
Type
Resource Types::text::journal::journal article
Abstract
In this research, we examine salespeople's behavior in individual pay-for-performance compensation systems and show how perceived management fairness seems to energize sales employees in some environments but not in others. We use a large multicountry database of individual-level remuneration for more than 2,500 salespeople across four B2B industry sectors to demonstrate cultural adaptations of the effect of perceived management fairness. The results indicate that top management should be concerned with employees' perceptions of fairness in addition to the more typical concerns of control and motivation widely acknowledged in the microeconomics-based sales-force compensation literature. In particular, we show that perceptions of management fairness are key to salespeople's proportion of total pay generated by pay-for-performance formulas. © 2017 Pi Sigma Epsilon National Educational Foundation.
How to cite
Rouziès,D., Onyemah, V. e Iacobucci, D. (2017). A multi-cultural study of salespeople's behavior in individual pay-for-performance compensation systems : when managers are more equal and less fair than others. Journal of Personal Selling and Sales Management, 37 (3), 198-212. DOI: http://dx.doi.org/10.1080/08853134.2017.1337519