Séminaires

Performance Consequences of Pay Dispersion: It Depends on Type of Incentive Structure and Workplace Sex Composition

Management et Ressources Humaines

Intervenant : Mahmut BAYAZIT
School of Management, Sabanci University

17 octobre 2017 - Bernard Ramanantsoa room - De 11h15 à 12h45


Pay Dispersion, variance of the pay distribution within the organization, is continuing to attract a fair amount of public attention as the gap between the CEO pay and the average worker has widened over the years despite calls and rules to increase transparency in executive compensation practices. Recently, Shaw (2014) called for more research on pay dispersion to understand whether and when high or low levels of dispersion is effective as well as the behavioral processes that mediate its’ effect on organizational performance (Shaw, 2014). In the present study to respond to this call we propose type of incentive structure [i.e., the extent to which employees are covered by individual (e.g., bonus) and/or collective incentive (e.g., gainsharing) schemes] and workplace sex composition as joint contingencies on the performance effects of pay dispersion. In addition, we draw on the Exit-Voice-Loyalty-Neglect (EVLN) framework (Hirschman, 1970) to examine the potential mediating mechanisms of dispersion-performance relationship. We analyze a unique employee-employer linked survey data collected in 2003 and 2004 from a sample of 3050 nationally representative for-profit organizations with more than 20 employees in Canada to test our hypotheses. Our analyses, consistent with our hypotheses, reveal that in workplaces with high individual but low collective incentive coverage, the marginal effect of pay dispersion on productivity was positive in male-dominated workplaces but negative in female-dominated workplace, suggesting that the competitive dynamics created by the combination of high pay dispersion and individual incentive coverage differ in their performance implications according to the sex composition of the workplace. In addition, the marginal effect of pay dispersion on productivity was negative in firms that utilized collective incentives regardless of the individual incentive coverage for both male- and female-dominated workplaces. Finally, voluntary turnover, employee training and absenteeism mediated this moderated relationship whereas labor actions did not. These findings offer valuable insights about dispersion-performance relationship and have important theoretical and practical implications.

Women Innovators: Challenges and Opportunities

Management et Ressources Humaines

Intervenant : Mengzi JIN
Singapore Management University

7 novembre 2018 - S211 - De 11h30 à 13h00



Innovation typically involves generating multiple novel ideas and selecting the most promising one for implementation. In this research, I examine how gender influences idea selection during the innovation process. I theorize that although women are equally capable as men in generating highly novel ideas, women and men differ in “novelty avoidance” during idea selection - the extent to which individuals refrain from pursuing the most novel ideas they have generated. In a laboratory study where students were instructed to make creative short-films for the university, I found support of the hypothesis. In a second laboratory study where students were instructed to make creative photo collages for the university, I found that the gendered effect is moderated by the presence of women in judging panels. Specifically, women’s novelty avoidance tendency is mitigated when there are more women appeared in the judging panel. In the third study conducted on a creative crowdsourcing platform featuring a sample of freelancers, I replicated the gender difference in novelty avoidance and found that fear of social backlash from demonstrating high creativity explains women’s novelty avoidance tendency. Overall, my work advances current understanding of the challenges and opportunities that women innovators face, thereby helping to close the gender gap in innovation and entrepreneurship.

The Double-Edged Sword Effect of Team-Level Proactive Personality on Team Performance: Team Potency and Team Cohesion as Mechanisms.

Management et Ressources Humaines

Intervenant : Ruixue ZHANG
The Hong Kong University of Science and Technology

5 novembre 2018 - T104 - De 11h45 à 13h15


Abstract

While research has largely shown a positive linear relationship between proactive personality and job performance at the individual level, we know relatively little about how proactive personality functions and whether the same relationship holds at the team level. This study proposes a curvilinear relationship between team-level proactive personality and team performance and considers team potency and team cohesion as two explanatory mechanisms. In Study 1, using data collected from 94 teams in four companies, we established an inverted-U-shaped relationship between team-level proactive personality and team performance. In Study 2, using data collected from a sample of 101 nursing teams from three hospitals, we replicated the inverted-U-shaped relationship and further demonstrated that the relationship is mediated by team potency and team cohesion, respectively. Specifically, at low to moderate levels, team-level proactive personality increases team potency and team cohesion, but at moderate to high levels, such relationships become negative. Team potency and team cohesion are positively related to team performance and thus mediate the relationship between team-level proactive personality and team performance.

Keywords:
team-level proactive personality; team potency; team cohesion; curvilinear relationship

We’re not like those crazy hippies: the formation of an occupational group from a social movement mandate

Management et Ressources Humaines

Intervenant : Grace AUGUSTINE
Kellogg School of Management

31 octobre 2018 - S211 - De 11h00 à 12h30


Women and The Crowd: Justifications Entrepreneurs Use in Their Crowdfunding Pitches

Management et Ressources Humaines

Intervenant : Srinivas Santosh
University of Texas, Austin

30 octobre 2018 - Bernard Ramanantsoa room - De 08h45 à 10h15


WHAT ABOUT THOSE LEFT BEHIND? UNDERSTANDING THE IMPACT OF COLLEAGUE EXIT ON THE CAREERS OF COLLABORATIVE WORKERS

Management et Ressources Humaines

Intervenant : Tracy Anderson
The Wharton School

30 octobre 2018 - S211 - De 11h00 à 12h30


Contacts  

Département Management et Ressources Humaines

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Faculté  

Nathalie LUGAGNE

Management et Ressources Humaines

Voir le CV

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