Zhang Haiyan, Sun Shuwei, Zhao Lijing
Business School, Jiangsu Normal University, Xuzhou, China.
School of Mathematics and Statistics, Xuzhou University of Technology, Xuzhou, China.
Front Psychol. 2020 Dec 3;11:566979. doi: 10.3389/fpsyg.2020.566979. eCollection 2020.
In the context of the current uncertain, complex, and interdependent work systems, teams have become organizations' substantial working unit, which in turn challenges the traditional view of employee performance and ultimately results in the emergence of team member work role performance. Employee team-oriented work role behaviors with proficiency, adaptivity, and proactivity, which are integrated by the new construct, are so crucial to team effectiveness that many organizations keenly expect to achieve team member work role performance through implementing a dispersed pay-for-performance plan within a team. This study seeks to address the organizational practitioners' main concern that whether pay dispersion among team members (i.e., horizontal pay dispersion, HPD) could actually help realize team member work role performance and further examines why and when an employee could respond to HPD within a team by engaging in team member work role behaviors from the perspective of the performance-shaping basis and team member's workplace benign envy. Drawing on emotion-related theory, social comparison theory, legitimacy theory, expectation theory, and relative deprivation theory, it proposes that performance-based HPD could not only positively impact team member work role performance via workplace benign envy but also exert a direct-positive effect. Moreover, the activating effect of performance-based HPD on workplace benign envy and the mediating role are much stronger when a team member's pay position is higher. The multi-source data including objective information and subjective perception among 362 ordinary employees within 66 Chinese organizational teams primarily supported the moderated mediation model. Yet, the direct-positive effect was not established.
在当前不确定、复杂且相互依存的工作系统背景下，团队已成为组织的重要工作单元，这反过来挑战了传统的员工绩效观，并最终导致了团队成员工作角色绩效的出现。新构建整合的具有熟练度、适应性和主动性的员工团队导向工作角色行为对团队效能至关重要，以至于许多组织热切期望通过在团队内部实施分散的绩效薪酬计划来实现团队成员工作角色绩效。本研究旨在解决组织从业者的主要关切，即团队成员之间的薪酬差距（即横向薪酬差距，HPD）是否真的有助于实现团队成员工作角色绩效，并进一步从绩效塑造基础和团队成员工作场所良性嫉妒的角度探讨员工在团队中对HPD做出反应并通过参与团队成员工作角色行为的原因和时机。借鉴情感相关理论、社会比较理论、合法性理论、期望理论和相对剥夺理论，研究提出基于绩效的HPD不仅可以通过工作场所良性嫉妒对团队成员工作角色绩效产生积极影响，还会产生直接的积极效应。此外，当团队成员的薪酬地位较高时，基于绩效的HPD对工作场所良性嫉妒的激活作用和中介作用更强。来自66个中国组织团队中362名普通员工的包括客观信息和主观感知的多源数据主要支持了有调节的中介模型。然而，直接的积极效应并未得到证实。
