The bonus as hygiene factor: the role of reward systems in the high performance organization

Andre de Waal and Paul Jansen

Evidence-based HRM, 2013, vol. 1, issue 1, 41-59

Abstract: Purpose - The ongoing debate about the effects of bonuses on managers’ performance and the role of reward systems in organizations has still not led to a unanimous conclusion among academics and practitioners. Those in favor of bonuses state that applying bonuses and putting emphasis on monetary rewards increases productivity and organizational performance, while those against bonuses claim that use of bonuses and monetary rewards leads to counterproductive results. A key question often overlooked in the discussion is: How important is handing out bonuses for an organization to become and stay successful for a longer period of time? This paper seeks to address these issues. Design/methodology/approach - This paper describes the results of research into the characteristics of “high performance organizations” (HPOs) and the role of bonuses and reward systems in creating and maintaining HPOs. Findings - The research results show that use of bonuses or implementation of certain types of reward systems have neither a positive nor a negative effect on organizational performance. This may be explained by the fact that reward systems are a hygiene factor for an organization. If an organization does not have an appropriate reward system (whether or not including bonuses), it will run into trouble with its employees and have difficulty improving its performance. If it does – a situation which employees expect and consider to be normal – it can start working on becoming an HPO. Originality/value - The results of this study further the discussion about the role of bonuses.

Keywords: High performance organizations; Promotion and compensation; Work performance and productivity; Bonuses; Organizational performance (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ebhrmp:v:1:y:2013:i:1:p:41-59

DOI: 10.1108/20493981311318601

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