SECOND EDITION Looking Back and to the Future
Research Handbooks in Business and Management series
Edited by Eran Vigoda-Gadot and Amos Drory
Chapter 5: Pay-for-politics: considering the variable compensation–organizational politics relationship
Compensation is arguably one of the most important human resource practices in organizations. However, it can also be one of the most contentious, potentially eliciting political behavior and maneuvering as employees jockey to gain desired pay and rewards. In this chapter, we consider the variable compensation–organizational politics relationship, reviewing the literature to date regarding this relationship and summarizing key findings. We then evaluate the pay system and managerial characteristics that create a context for political behavior and perceptions of organizational politics. Specifically, we assess how pay dispersion, reward size and intensity, managerial discretion, ambiguity and line of sight, and transparency can create a context conducive to political behavior and perceptions of politics. Moving to the group and team level, we then consider how blended rewards and reward allocation methods influence employee political reactions and perceptions. Finally, we conclude with a discussion of this chapter and future research directions.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.