Differential teamwork performance The impact of general and specific human capital levels

Differential teamwork performance The impact of general and specific human capital levels Team‐based, performance‐contingent pay plans are designed to increase workers’ motivation and productivity. Evaluates differential performance among 65 workers employed in 20 teamwork groups in a public‐sector organization. Study results are in two directions: first, introduction of an incentive scheme increased productivity by 14 per cent. Second, differential teamwork performance is affected by tenure and education. Finds tenure, which represents “firm‐specific human capital” and years of schooling representing “general human capital”, are positive and significant in both a bivariate Pearson correlation and in multivariate regression analysis. An interaction effect of tenure and education was not found to be significant, probably due to colinearity problems. Discusses results from both labour economics and social psychology perspectives. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

Differential teamwork performance The impact of general and specific human capital levels

International Journal of Manpower, Volume 17 (8): 12 – Dec 1, 1996

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Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0143-7720
DOI
10.1108/EUM0000000004274
Publisher site
See Article on Publisher Site

Abstract

Team‐based, performance‐contingent pay plans are designed to increase workers’ motivation and productivity. Evaluates differential performance among 65 workers employed in 20 teamwork groups in a public‐sector organization. Study results are in two directions: first, introduction of an incentive scheme increased productivity by 14 per cent. Second, differential teamwork performance is affected by tenure and education. Finds tenure, which represents “firm‐specific human capital” and years of schooling representing “general human capital”, are positive and significant in both a bivariate Pearson correlation and in multivariate regression analysis. An interaction effect of tenure and education was not found to be significant, probably due to colinearity problems. Discusses results from both labour economics and social psychology perspectives.

Journal

International Journal of ManpowerEmerald Publishing

Published: Dec 1, 1996

Keywords: Education; Human capital theory; Incentives; Performance; Security of tenure

References

  • Project team ageing and performance: the roles of project and functional managers
    Allen, T.; Katz, R.; Grady, J.J.; Salvin, N.
  • Human Capital
    Becker, G.
  • Returns to education in Israel: 1974 and 1983
    Weisberg, J.

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