A large body of literature provides empirical evidence of a positive relationship between reward practices and performance. However, little has been said about different combinations of individual and group incentives as drivers of organizational competitiveness. This paper examines bundles of nine individual and group PFP practices and their joint effect on selected financial and non-financial indicators of organizational performance (OP). Our empirical research study included 61 middleand large-sized companies in Croatia in order to analyze the aforementioned relationships. The categorical principal component analysis generated two factors of PFP practices that were subsequently used as independent variables in a multiple regression analysis. The first PFP bundle consisted of individual subjectively-based bonus and two shared-ownership practices and was found to positively influence non-financial indicators of OP, i.e. quality of services or products and innovativeness. The second factor consisted of individual performance appraisal and profit-sharing and it positively influenced financial indicators of OP, i.e. productivity and, to a lesser extent, profitability. Implications for theory and practice are also discussed.

中文翻译：

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结合个人和集体员工激励措施以提高组织绩效

大量文献提供了奖励实践与绩效之间正相关的经验证据。但是，关于将个人和团体激励作为组织竞争力的驱动因素的不同组合，却鲜有提及。本文研究了九种个人和小组PFP做法的捆绑，以及它们对选定的组织绩效（OP）财务和非财务指标的共同影响。我们的实证研究包括克罗地亚的61家大中型公司，以分析上述关系。绝对主成分分析产生了PFP实践的两个因素，这些因素随后在多元回归分析中用作自变量。第一个PFP捆绑包包含基于个人的主观奖励和两个共享所有权实践，并被发现对OP的非财务指标（即服务或产品的质量和创新性）产生积极影响。第二个因素包括个人绩效评估和利润分享，它对经营计划的财务指标（即生产力，在较小程度上，对盈利能力）产生积极影响。还讨论了对理论和实践的影响。