What role do employee features play for the success of different personnel management practices for promoting high performance? Using data from a randomized survey experiment among 5,982 adult individuals of all ages, this article examines how gender conditions the compliance effects of different incentive treatments—each relating to the basic content of distinct types of personnel management practices. The findings indicate that males and females are more similar than different in terms of the effects of incentive treatments: Significant average effects are found for three of five incentive treatments, but gender does not appear to moderate these relationships.
AndrewsM. C.BakerT.HuntT. G. (2011). Values and person–organization fit: Does moral intensity strengthen outcomes?Leadership & Organization Development Journal, 32, 5-19.
2.
ApplebaumE.BattR. (1994). The new American workplace: Transforming work systems in the United States. Ithaca, NY: ILR Press.
3.
Arnania-KepuladzeT. (2010). Gender stereotypes and gender feature of job motivation: Differences or similarity?Problems and Perspectives in Management, 8(2), 84-93.
4.
ArthurJ. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37, 670-687.
5.
BasowS. A. (1992). Gender: Stereotypes and roles. Pacific Grove, CA: Thomson Learning.
6.
BeckerB.GerhartB. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39, 779-801.
7.
BelleN. (2013). Experimental evidence on the relationship between public service motivation and job performance. Public Administration Review, 73, 143-153.
8.
BigonessW. J. (1988). Sex differences in job attribute preferences. Journal of Organizational Behavior, 9, 139-147.
9.
BlanchardK. H.ZigarmiP.ZigarmiD. (1985). Leadership and the one minute manager: Increasing effectiveness through situational leadership. New York, NY: William Morrow.
10.
BlauF.BrummundP.LiuA. (2013). Trends in occupational segregation by gender 1970–2009: Adjusting for the impact of changes in the occupational coding system. Demography, 50, 471-492.
11.
BrewerG. A.BrewerG. A.Jr. (2008). Parsing public/private differences in work motivation and performance: An experimental study. Journal of Public Administration Research and Theory, 21, 347-362.
12.
BrightL. (2005). Public employees with high levels of public service motivation: Who are they, where are they, and what do they want?Review of Public Personnel Administration, 25, 138-154.
13.
BrightL. (2009). Why do public employees desire intrinsic nonmonetary opportunities?Public Personnel Management, 38(3), 15-37.
14.
ButlerJ. E.FerrisG. R.NapierN. K. (1991). Strategy and human resource management. Cincinnati, OH: South-Western.
15.
CadsbyC. B.SongF.TaponF. (2007). Sorting and incentive effects of pay for performance: An experimental investigation. Academy of Management Journal, 50, 387-405.
16.
ChristensenR. K.WhitingS. W.ImT.RhoE.StritchJ. M.ParkJ. (2013). Public service motivation, task, and non-task behavior: A performance appraisal experiment with Korean MPA and MBA students. International Public Management Journal, 16, 28-52.
17.
CrossS. E.MarkusH. R. (1993). Gender and culture. In MatsumotoD. (Ed.), Handbook of culture and psychology (pp. 195-222). New York, NY: Oxford University Press.
18.
Cutcher-GershenfeldJ. C. (1991). The impact on economic performance of a transformation in workplace relations. Industrial and Labor Relations Review, 44, 241-260.
19.
DeciE. L.RyanR. M. (1985). Intrinsic motivation and self-determination in human behavior. New York, NY: Plenum.
20.
DeciE. L.RyanR. M. (2004). Handbook of self-determination research. Rochester, NY: University of Rochester Press.
21.
DeHart-DavisL.MarloweJ.PandeyS. K. (2006). Gender dimensions of public service motivation. Public Administration Review, 66, 873-887.
22.
DillmanD. A.SmythJ. D.ChristianL. M. (2009). Mail and Internet surveys: The tailored design method (3rd ed.). New York, NY: Wiley.
23.
DubinskyA. J.JolsonM. A.MichaelsR. E.KotabeM.LimC. U. (1993). Perceptions of motivational components: Salesmen and saleswomen revisited. Journal of Personal Selling & Sales Management, 13(4), 25-37.
24.
EaglyA. H. (1995). The science and politics of comparing women and men. American Psychologist, 50, 145-158.
25.
EaglyA. H.BeallA. E.SternbergR. J. (2004). The psychology of gender. New York, NY: Guilford Press.
26.
EaglyA. H.WoodW. (1999). The origins of sex differences in human behavior: Evolved dispositions versus social roles. American Psychologist, 54, 408-423.
27.
EcclesJ. S.JacobsJ. E.HaroldR. D. (1990). Gender role stereotypes, expectancy effects, and parents’ socialization of gender differences. Journal of Social Issues, 46, 183-201.
28.
GagnéM.DeciE. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26, 331-362.
29.
Gomez-MejiaL. R.BalkinD. B. (1992). Compensation, organizational strategy, and firm performance. Cincinnati, OH: South-Western.
30.
GoodermanP.NordhaugO.RingdalK.BirkelundG. E. (2004). Job values among future business leaders: The impact of gender and social background. Scandinavian Journal of Management, 20, 277-295.
31.
GrantA. M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of Applied Psychology, 93, 108-124.
HerseyP.BlanchardK. H. (1977). Management of organizational behavior. Upper Saddle River, NJ: Prentice Hall.
34.
HofstedeG. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage.
35.
HuselidM. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 8, 635-672.
36.
JenkinsG. D.MitraA.GuptaN.ShawJ. D. (1998). Are financial incentives related to performance? A meta-analytic review of empirical research. Journal of Applied Psychology, 83, 777-787.
37.
Kristof-BrownA. L. (1996). Person–organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49, 1-49.
38.
Kristof-BrownA. L.GuayR. P. (2011). Person–environment fit. In ZedeckS. (Ed.), APA handbook of industrial and organizational psychology (Vol. 3, pp. 3-50). Washington, DC: American Psychological Association.
39.
Kristof-BrownA. L.ZimmermanR. D.JohnsonE. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58, 281-342.
40.
LazearE. P. (2000). Performance pay and productivity. American Economic Review, 90, 1346-1361.
41.
Le GrandJ. (2003). Motivation, agency, and public policy: Of knights and knaves, pawns and queens. Oxford, UK: Oxford University Press.
42.
Le GrandJ. (2010). Knights and knaves return: Public service motivation and the delivery of public services. International Public Management Journal, 13, 56-71.
43.
MacDuffieJ. P. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48, 197-221.
44.
MajorB.KonarE. (1984). An investigation of sex differences in pay expectations and their possible causes. Academy of Management Journal, 27, 777-792.
45.
MeeceJ. L.GlienkeB. B.BurgS. (2006). Gender and motivation. Journal of School Psychology, 44, 351-373.
NichollsJ. G. (1984). Achievement motivation: Conceptions of ability, subjective experience, task choice, and performance. Psychological Review, 91, 328-346.
48.
OstermanP. (1994). How common is workplace transformation and who adopts it?Industrial and Labor Relations Review, 47, 173-188.
49.
OstroffC.SchulteM. (2007). Multiple perspectives of fit in organizations across levels of analysis. In OstroffC.JudgeT. A. (Eds.), Perspectives on organizational fit (pp. 3-69). Mahwah, NJ: Lawrence Erlbaum.
50.
ParsonsJ. E.AdlerT. F.KaczalaC. M. (1984). Socialization of achievement attitudes and beliefs: Parental influences. Child Development, 53, 322-339.
51.
PearsonC. A. L.ChatterjeeS. R. (2002). Gender variations in work goal priorities: A survey of Chinese managers. International Journal of Management, 19, 535-543.
52.
PedersenM. J. (2015). Activating the forces of public service motivation: Evidence from a low-intensity randomized survey experiment. Public Administration Review. Advance online publication. doi:10.1111/puar.12325
53.
PfefferJ. (1994). Competitive advantage through people: Unleashing the power of the work force. Boston, MA: Harvard Business School Press.
54.
RoseD. S.SidleS. D.GriffithK. H. (2007). A penny for your thoughts: Monetary incentives improve response rates for company-sponsored employee surveys. Organizational Research Methods, 10, 225-240.
55.
RyanR. M. (1982). Control and information in the intrapersonal sphere: An extension of cognitive evaluation theory. Journal of Personality and Social Psychology, 43, 450-461.
56.
RyanR. M.DeciE. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25, 54-67.
57.
SimonR. W.NathL. E. (2004). Gender and emotion in the United States: Do men and women differ in self-reports of feelings and expressive behavior?American Journal of Sociology, 109, 1137-1176.
58.
TeislM. F.RoeB.VaydaM. (2005). Incentive effects on response rates, data quality, and survey administration costs. International Journal of Public Opinion Research, 18, 364-373.
59.
TerpstraD. E.RozellE. J. (1993). The relationship of staffing practices to organizational level measures of performance. Personnel Psychology, 46, 27-48.
60.
WigfieldA.BattleA.KellerL. B.EcclesJ. S. (2002). Sex differences in motivation, self-concept, career aspiration, and career choice: Implications for cognitive development. In McGillidcuddy-De LiseA. V.De LisiR. (Eds.), Biology, society, and behavior: The development of sex differences in cognition (pp. 93-124). Greenwich, CT: Ablex.
61.
WrightB. E.GrantA. M. (2010). Unanswered questions about public service motivation: Designing research to address key issues of emergence and effects. Public Administration Review, 70, 691-700.
