Group & Organization Management

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow All Versions of this Article:
1059601107313308v1
33/2/139    most recent
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in ISI Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Google Scholar
Right arrow Articles by Welbourne, T. M.
Right arrow Articles by Ferrante, C. J.
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
This version was published on April 1, 2008
Group & Organization Management, Vol. 33, No. 2, 139-162 (2008)
DOI: 10.1177/1059601107313308
© 2008 SAGE Publications

To Monitor or Not to Monitor

A Study of Individual Outcomes From Monitoring One's Peers Under Gainsharing and Merit Pay

Theresa M. Welbourne

University of Michigan, Ann Arbor, theresa{at}eepulse.com

Claudia J. Ferrante

U.S. Air Force Academy

An untested assumption in the gainsharing and group incentive literatures is that peer monitoring is an activity that employees will engage in, and this behavior will be supported by their managers. This study tests that assumption by examining how managers respond (via performance ratings of workers) to peer monitoring under two different pay conditions—traditional merit pay and merit pay with gainsharing. Data from 203 employees in a custom brokerage and freight-forwarding services firm suggest that observational monitoring (i.e., noticing coworkers' behavior) is positively associated with manager ratings of workers' performance under both pay conditions. However, advisory monitoring (i.e., reacting to coworkers' behavior) is positively related to manager ratings of workers' performance under gainsharing and negatively related to manager ratings of workers' performance under traditional merit pay. Implications of these findings for managers are discussed.

Key Words: peer monitoring • gainsharing • agency theory • group incentives • team compensation • role-based performance


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?