Publication Date

July 1996

Abstract

Agency and justice theories suggest that pay plans affect monitoring, but the effect of monitoring on job performance has not been studied. Using a new categorization of monitoring behavior (individual/team and observing/advising), this study shows that individual observational monitoring has a positive impact on performance appraisals under gainsharing and traditional pay situations. Team advisory monitoring, however, has a positive effect on performance, measured both by appraisals and suggestions submitted under gainsharing, but a negative effect on both behaviors under traditional pay.

Comments

Suggested Citation
Welbourne, T. M. (1996). Effects of individual and team monitoring on employee performance: Differential outcomes under gainsharing and traditional pay (CAHRS Working Paper #96-13). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
http://digitalcommons.ilr.cornell.edu/cahrswp/183



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