The Study On The Effect Of Team-based Reward On Team Performance

Since 1990s, the use of teams has expanded dramatically in response to competitive challenges and organizational needs of flexibility and adaptation. As organizations increasingly adopt teams as primary work units, many are also adopting team-based rewards in which a portion of individual pay is contingent on measurable team performance. Compared with individual-based rewards, team-based rewards have different effects on both employee and organization. The aim of this dissertation focuses on the topic of the different mechanism of team-based rewards on team task performance and contextual performance in the context of Chinese culture.In the first part of this dissertation, it outlined research background, significance, scope, method, framework and innovation points. Meanwhile, it defined and elaborated several basic concepts such as team-based reward system and incentive intensity. The purpose of this part is to direct and arrange the whole dissertation in general.Based on the literature review, three studies were conducted to explore the mechanism of team-based rewards on team performance. In the first study, questionnaire was used to confirm the mediation mechanism of team interaction between team-based rewards and team task performance. The results indicate that the equity-allocation orientation of team-based reward has positive influence on team task performance, and this relationship is positively moderated by incentive intensity of team-based reward and partly mediated by team task interaction and interpersonal interaction. Team personality composition of extraversion and agreeableness negatively moderate the positive relationship between the equity-allocation orientation of team-based reward and team interpersonal interaction.The effect of team-based reward system on the distributive justice perception of team-based reward was examined by scenario experiment in the second study.200 college students participated, and a 2×2 completely randomized design was employed. Relative to equality reward allocation, equity reward allocation are found to be associated with significantly higher distributive justice perceptions of team-based reward. Incentive intensity negatively moderates the effects of equality reward allocation (but not the equity reward allocation) on the distributive justice perception of team-based reward.Based on the second study, the mediation mechanism of team-based reward justice on the relationship between team-based reward and team contextual performance was examined in the third study.60 team samples were collected from 8 Chinese organizations. It was found that, the equity-allocation orientation of team-based reward influence team citizenship behavior indirectly, by mediation of team level's justice of team-based reward. Team vertical collectivism positively moderates the effect of the equity-allocation orientation of team-based reward on team citizenship behavior, and the moderate effect is partly mediated by team level's justice of team-based reward. Moral leadership and benevolent leadership have positive effect on team level's justice of team-based reward. Authoritarianism leadership has negative effect on team level's justice of team-based reward. But the moderate effect of paternalistic leadership on the effect of the equity-allocation orientation of team-based reward on team level's justice was not confirmed.Finally, the whole dissertation was summarized, the shortage of the study and directions for the future study were pointed out.