Country-Compatible Incentive Design
Leuphana University of Lueneburg
Edward J. Lusk
July 1, 2009
Schmalenbach Business Review, Vol. 61, pp. 290-309, July 2009
Today’s management faces the challenge of employing workforces in different countries. Institutional frameworks, both formal and informal, in various countries influence employees’ preferences related to performance rewards and management styles. We conduct an empirical study to examine employees of a German multinational corporation at its locations in China, Germany, Japan, and the U.S. We find that employees from these countries have different preferences on incentives and management styles. Therefore, motivational mechanisms designed for one country might not work in others. We also find that the logic of diminishing marginal utility applies to most performance rewards.
Number of Pages in PDF File: 20
Keywords: Incentive Compensation, Institutional Frameworks, Management Style, Motivation, Performance Rewards
JEL Classification: M12, M16, M52Accepted Paper Series
Date posted: November 30, 2009
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