Recently, the use of pay-for-performance systems has rapidly expanded into new industries. However, many employees resist these changes, mitigating effectiveness. Unfortunately, little scientific research has examined underlying reasons for the support or nonsupport of such systems, informed by theory. Grounded in behavioral reasoning theory and organizational change frameworks, this study examined antecedents and consequences of employees’ reasoning process to support or not support pay-for-performance systems. Structural equation results on 245 employees demonstrated that reasons for and reasons against supporting pay-for-performance systems predicted attitudes and intentions to support the systems. Significant antecedents of the reasoning included pay valence, top management support, and coworker support. Top reasons for supporting the systems included increased opportunities to make money and being recognized for high performance. Top reasons against supporting the systems included the political nature of pay-for-performance and concerns that performance would not be measured accurately. Implications for organizational change programs are highlighted.

中文翻译：

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改变组织中的薪酬体系：使用行为推理理论来理解员工对按绩效付费（或不支持）的支持

最近，按绩效付费系统的使用已迅速扩展到新的行业。然而，许多员工抵制这些变化，从而降低了效率。不幸的是，很少有科学研究根据理论研究支持或不支持此类系统的根本原因。本研究以行为推理理论和组织变革框架为基础，考察了员工支持或不支持绩效薪酬制度的推理过程的前因和后果。245 名员工的结构方程结果表明，支持按绩效付费系统的理由和反对理由预测了支持该系统的态度和意图。推理的重要前提包括薪酬、高层管理支持和同事支持。支持这些系统的主要原因包括增加赚钱的机会和因高性能而被认可。反对支持这些系统的主要原因包括按绩效付费的政治性质以及对绩效无法准确衡量的担忧。强调了对组织变革计划的影响。