On the Role of Receivables in Managing Salesforce Incentives

ABSTRACT

Despite the obvious problems associated with collections, firms routinely sell on credit. Conventional wisdom suggests offering credit is a necessary evil when dealing with insistent cash-constrained customers. This paper provides a more positive view of trade credit. We find that offering credit can enhance the efficiency of incentive contracts with sales personnel. In effect, with a credit sale, a client gets a second chance to generate enough cash. The client's second chance gives the sales agent another opportunity to demonstrate his past diligence to the firm. Moreover, to limit the risk associated with the fact that even a high-quality client may fail to eventually come up with funds, the firm relies on the accrual system. In particular, the agent's (discretionary and early) choice of the bad debt allowance conveys his private information regarding client quality; the payments associated with subsequent collections/default keep such reporting in check.     

Evaluating Form and Functionality of Pay‐for‐Performance Plans: The Relative Incentive and Sorting Effects of Merit Pay,Bonuses, and Long‐Term Incentives

Using two‐year longitudinal data from a large sample of US employees from a service‐related organization, the present study investigates the relative effects of three forms of pay‐for‐performance (PFP) plans on employees’ job performance (incentive effects) and voluntary turnover (sorting effects). The study differentiates between three forms of pay: merit pay, individual‐based bonuses, and long‐term incentives. By definition, these PFP plans have different structural elements that distinguish them from each other (i.e., pay plan form) and different characteristics (functionality), such as the degree to which pay and performance are linked and the size of the rewards, which can vary both within and across plan types. Our results provide evidence that merit raises have larger incentive and sorting effects than bonuses and long‐term incentives in multi‐PFP plan environments where the three PFP plans are operating simultaneously. Only merit pay has both incentive and sorting effects among the three PFP plans. The implications for the PFP‐related theory, as well as for the design and implementation of PFP plans, are discussed. © 2015 Wiley Periodicals, Inc.     

Public management in North America

Abstract

This article examines major trends and research questions that have emerged in public management scholarship in North America over the last decade. This period offers evidence of improved self-confidence and scholarship in the field, even as it remains independent of any specific discipline or core set of assumptions. Scholarship in the last decade reflects a transition in the understanding of governance. Traditional issues of public administration have received less attention, e.g., personnel management, ethics, leadership, public-private differences, implementation, and political influence on the bureaucracy. There is growing scholarship on topics that suggest efforts to change or work around the classic bureaucratic model, e.g., reform, alternative forms of governance, performance, citizen trust, participation, and e-government.     

The Impact of Management Control on Employee Motivation and Performance in the Public Sector

Abstract

This study examines the relations among various types of management control, intrinsic and extrinsic motivation, and performance in the public sector. We draw on motivation crowding theory and self-determination theory to argue that four different types of management control (i.e. personnel, cultural, action, and results control) are likely to have an influence on intrinsic motivation and/or extrinsic motivation. We test a structural equation model using survey data from 105 similar departments in the public sector. Our findings indicate that the use of personnel and cultural controls is positively associated with employees’ intrinsic motivation, and that the use of results controls is positively associated with employees’ extrinsic motivation. Moreover, both intrinsic motivation and extrinsic motivation are positively associated with performance. Taken together, these findings support the idea advocated by New Public Management proponents that results control can enhance employee motivation and performance in the public sector. However, the findings also highlight an essential nuance; in addition to results control, personnel and cultural controls are also important, as they enhance intrinsic motivation and performance. This implies that a sole focus on results control is too narrow and can lead to suboptimal levels of employee motivation and performance in the public sector.     

Effects of Target Timing and Contract Frame on Individual Performance

Abstract

This study experimentally examines the effects of target timing and contract frame on individual performance. We study four target-based incentive contracts, categorised by when participants learn the performance target (ex ante, or before production starts, vs. ex post, or after production ends) and how the incentive contract is framed (bonus vs. penalty). The performance target in this study is determined by a peer group's average productivity. We find that performance is significantly higher for bonus-framed contracts when the performance target is revealed ex post, as opposed to ex ante. In contrast, revealing the peer-based performance target ex ante or ex post has no impact on performance for penalty-framed contracts. We also find that the ex post, bonus-framed contract significantly outperforms the other three contracts. This finding supports practitioners' claim that employers should reward (as opposed to punish) individuals based on their performance, relative to that of their peers, ex post.     

现代企业理论及其对我国公司治理的启示

本文认为,现代企业理论是公司治理研究的理论基础,企业是一系列契约的联结;契约是不完备的;所有权安排是重要的。公司治理则更侧重于分析企业内部组织结构与企业成员之间的代理关系。股份制改革是我国企业改革的方向,公司治理改革则是股份制改革的核心。按照现代企业理论和公司治理理论,我国公司治理要解决的基本问题是激励问题和经营者选择问题;剩余索取权与控制权的均衡问题;要使经理的补偿收入同公司经营业绩相联系。     

On the Effectiveness of Incentive Pay: Exploring Complementarities and Substitution between Management Control System Elements in a Manufacturing Firm

Abstract

Extant research already emphasises that complementarities and substitution involving incentive pay and other elements of an organisation's management control system play an important role in terms of explaining the effectiveness of incentive systems. Despite this awareness calls continue for more research addressing the need to better understand how interdependencies arise among management control system elements and how they affect organisational effectiveness. Based on an in-depth case study on the implementation of a new incentive system in a manufacturing firm, we seek to provide more research and insight into how incentive pay features in complementary and substitutional relationships in an individual organisational setting. Greater insight can help illustrate how complementary and substitutional relationships unfold in even more complex ways than current research indicates, as well as how the effectiveness of the incentive system in the individual organisational setting is determined by these relationships.     

DEA-based Malmquist productivity indexes for understanding courts reform

Currently there is no clear empirical evidence as to which the most appropriate reform to improve national judicial systems might be, i.e., whether it is better to implement a policy which focuses on judges and their incentives or, alternatively, a policy aimed at reorganizing the courts' structure.The judicial system, like many other sectors of the public administration, is an industry producing a specific good – justice – and, accordingly, it can be studied by using the customary tools of production theory. The paper applies the two-stage analysis by Simar and Wilson (2007) and the Malmquist index to the judiciary, in order to better understand the impact of a specific policy on the productivity of the Italian tax judiciary.The results highlight strong heterogeneity among courts, depending on their geographical location, with North-West and North-East of Italy as the most efficient macro areas. Moreover, by decomposing the index into change in efficiency and change in technology, this work provides a further glimpse into the judiciary's production organization. Interestingly, the evidence shows that a reduction in the number of active sections has had a negative impact on the overall performance of the courts (i.e., a negative change in efficiency of 0.0103, with a p-value < 0.01), although the reorganization of the residual sections has possibly determined a more effective use of the remaining resources (i.e., a positive change in technology of 0.00285, with a p-value < 0.01). Hence, technology does not fully replace the productive role of the judges.The overall results suggest that adjudication is a labor-intensive activity and, although fine-tuning their organization can indeed enhance the productivity of the courts, the role of the judges still remains pivotal. There might indeed be ways to increase the efforts made by judges and a suitable policy should create incentives aimed at boosting their productivity.     

On the Relationship between Voluntary Disclosure,Earnings Smoothing and the Value-Relevance of Earnings: The Case of Switzerland

Abstract

This paper examines whether voluntary disclosure by Swiss firms constrains the use of discretionary accruals to smooth earnings, and explores the effect of voluntary disclosure on the value relevance of earnings. We focus on Swiss firms because Switzerland's financial reporting system provides managers with extensive discretion in corporate disclosure, and there are important variations in the level of information provided in their annual reports. We consider that managers can choose two different ways to voluntarily convey information, either through the quality and quantity of annual report disclosure or, through compliance with International Accounting Standards (IAS)/International Financial Reporting Standards (IFRS) or US Generally Accepted Accounting Principles (GAAP). Relying on a simultaneous equations approach, our results suggest that Swiss firms use discretionary accruals to smooth earnings. However, this relation is reduced for firms that voluntarily disclose more information in their annual report or comply with IAS/IFRS or US GAAP. Moreover, we show that discretionary accruals of high disclosers or of firms voluntarily complying with IAS/IFRS or US GAAP receive a lower valuation weight.     

Earnings Management Around Zero: A motivation to local politician signalling competence

Abstract

Literature earnings management aims to determine what causes/motivates managers to disclose earnings close to zero and to use this as an instrument to influence users' decisions. However, limited research has been carried out on this subject in the public sector. Therefore, the main purpose of this paper is to evaluate whether local politicians (in Portuguese municipalities), aiming to demonstrate their high level of competence and skills, engage in earnings management in such a way as to ensure that earnings are positive but close to zero. We examined whether political competition is a determining factor of earnings management close to zero and if managers use discretionary accruals in order to do this. Results indicate that, in order to report positive net earnings close to zero, discretionary accruals are used. This study identified the overriding tendency to avoid the reporting of losses in those municipalities where political competition is greatest.     

Public management reform in Denmark

Abstract

This article discusses public management reform in Denmark. First, the institutional features of the Danish public sector are introduced. Danish ministries enjoy a considerable amount of autonomy that makes central co-ordinated public management reform challenging. The second part of the article outlines the contents of public management reform and provides an overview of the major reform initiatives of the last three governments. Denmark's reforms are characterized as a mixture of strategies for modernization and marketization, but with most emphasis on the former rather than the latter. Together with successive governments, the Danish Ministry of Finance has argued strongly for efficiency, economy and effectiveness as key values and they have been institutionalized in modernization efforts. Denmark should now be considered a country where NPM reforms have taken a firm hold.     

Application of optimal control in man power planning

Many techniques are met in the literature (see for instance Bartholomew and Forbes (Statistical Techniques for Manpower Planning. wiley, New York 1979); Gunz (Organiz. Stud. 9(4), 529–554, 1988); Becker and Huselid (Human Resour. Manage. 38, 287–301, 1999); Wagner et al. (J. Manage. Med. 14(5/6), 383–405, 2000); Harris and Ogbonna (J. Business Res. 51, 157–166, 2001); Rogg et al. (J. Manage. 27, 431–449, 2001), among others), for planning the manpower resources. However, we haven’t seen in the literature an empirical study regarding the proper application of optimal control, which considered to be the most efficient method for multi-objective programming. With this in mind, we analyse in this paper the way of applying optimal control for manpower planning. For this purpose, and in order to facilitate the presentation, we first adopted a comparatively simple dynamic system (plant), with analytical presentation of stocks and flows. Next we proceed to the formulation of an optimal control problem, aiming to achieve in the most satisfactory way some preassigned targets. These targets mainly refer to a desirable trajectory of the plant stocks over time, in order to fully satisfy the needs for human resources over the planning horizon. Finally we present a method of solution of the formulated control problem which is based on the use of the generalized inverse Lazaridis (Qual. Quan. 120, 297–306, 1986). We believe that it is very important for successful management, that the policy makers have to know the effect of their polices and to determine the optimal path of the state variables (i.e. the ones describing the system) before the realization of the plan, so as to be able to reform their strategies, reallocate the resources and arrange the infrastructure accordingly, if all these are necessary, as it can be depicted from the optimal control solution.     

Behavioral Effects of Sustainability‐Oriented Incentive Systems

Companies increasingly extend their existing incentive systems by integrating several sustainable performance indicators. Although these ‘sustainability‐oriented’ incentive systems clearly highlight which business objectives should be attained, little is known about the effects that these incentive systems have on employee behavior. Based on signaling theory, social identity theory and a person–organization fit (PO‐fit) perspective, we assume positive relations between sustainability‐oriented incentive systems and employee attraction, motivation and cooperation. Furthermore, we examine whether these relations are moderated by personal attitudes toward corporate sustainability activities as well as the underlying mechanisms at the moderation (mediated moderation). Our experimental results (with students as future employees) do not give support for a general positive relation between sustainability‐oriented incentive systems and employee behavior. However, our data show that a person's attitude toward corporate sustainability activities moderates the link between sustainability‐oriented incentive systems and employee behavior. Additionally, we find PO‐fit perceptions to mediate the interaction effects. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

Customer service-focused HRM systems and firm performance: evidence from the service industry in Taiwan

Abstract

This study adopts a resource-based view, attraction–selection–attrition theory and a focused approach to examine the link between service-focused human resource management (HRM) systems and firm performance. Internally, we examine employee competency as the ‘black box’ between service-focused HRM systems and firm performance. Externally, we examine the effect of the interplay of a service-focused strategy and service-focused HRM systems in predicting firm performance. We collect data from different sources (i.e. executives, human resource members, and line managers). Using a final sample included 2120 respondents from 175 firms in the service industry in Taiwan, the results show that customer service-focused employee competency transmitted 53% of the effect of customer service-focused HRM systems on firm performance. In addition, when a firm implements a less service-focused business strategy, service-focused HRM systems leads to significant improvement in firm performance. Implications for research are discussed.     

The Performance Implications of Financial and Non‐Financial Rewards: An Asian Nordic Comparison

This study empirically investigated culture's consequences on employee perceptions of the performance implications of financial and non‐financial rewards. Using a sample (n = 568) drawn from the banking industry in Finland and Hong Kong, we found that although the effects and predictive capability of culture (i.e. masculinity–femininity, individualism–collectivism, uncertainty avoidance, and power distance) offered some important insights, a range of other contextual factors (i.e. organizational, institutional, economic) wielded influence over and shaped reward–performance values, preferences, and behaviours. The emergence of these new paradigms necessitates that the US centric economic and behavioural theories (e.g. exchange) that underpin reward–performance be revisited and extended if they are to be applicable in the international context. Understanding the influence of a range of contextual forces is therefore critical to multinational organizations attempting to implement effective reward strategies aimed at achieving a diverse set of performance priorities. In addition to these novel theoretical and practical contributions, this study also paves the way for future research in this promising area of management studies.     

Line managers’ AMO to manage employees’ performance: the route to effective and satisfying performance management

Abstract

Performance management systems are used to increase employees’ performance with the ultimate aim of increasing organizational performance. Organizations rely on line managers to implement performance management systems and to engage in a continuous process of goal-setting, feedback, coaching and performance appraisal with their employees. Drawing on the AMO theory, we predict that the effectiveness of performance management implementation will be a function of three factors. First, line managers should have the Ability to enact the activities that are involved in performance management. Secondly, they should be Motivated to perform these activities. Thirdly, line managers should have sufficient Opportunity to fulfill these activities on top of the demands from other organizational. If not, they could experience role conflict. We developed several cross-level hypotheses. The data came from 71 line managers and 318 employees working in Flemish education. Hierarchical linear modelling found that line managers’ AMO to implement performance management systems was positively related to employees’ satisfaction with the system. These relationships were mediated by employees’ perceptions that the performance management system is strong. A strong system signals that its features are salient across employees and that the system is clear and understood. This study has several theoretical and practical implications.     

国有企业引入EVA激励及应用注意事项

随着我国经济改革的逐步深化,现代企业制度已经成为常见的经济组织形式。如何对企业经营层进行有效激励,进而促进股东价值最大化,是一个非常具有挑战性的课题。目前,国有企业的激励机制存在种种局限性,很难保障经营层的行为完全以股东利益为导向。本文旨在探讨将在国际上广泛应用的EVA激励机制引入国有企业,对经营层起到约束和鞭策作用,提升国有企业竞争力,促进全面健康发展。     

Responses to public sector reform policy

Abstract

The article compares the ways in which different public sector organizations respond to similar federal government demands for public sector reform. The empirical basis of the article is a comparison of public sector reform in three agencies managing road systems in three Australian states. There are two constants in the research; namely, the nature of the responsibilities of the agencies with respect to the road network, and the demands of federal government policy for road reform throughout Australia. Yet within the ambit of these two constants, there is a distinctive contrast in the way the agencies have approached and implemented both policy and reforms. The article uses Hood's framework for viable organizational design options for variables relating to grid and group as an explanatory model for the results obtained from the research. Furthermore, it examines the utility of Hood's four styles of public sector organizations in order to explain different change outcomes in the three agencies studied.     

Accommodating a Foreign Object: Federalism,coordination and performance management in the reform of German employment administration

Abstract

This paper uses the case of the reform of the German employment administration to explore the usage of performance management approaches within multi-level governance settings. It traces the adoption and accommodation of the performance management approach to govern the joint service centres (called ‘Jobcenter’) at the local level within the multi-level administrative coordination regime in Germany’s federal system. A contribution is made to nascent debates about the potential of managerial tools in systems of negotiated decision-making. The paper shows how performance management is adapted to the institutional logic of multi-level administrative coordination and serves as a facilitator of cross-level coordination.     

The Effects Of Organizational Context And Teamworking Activities On Performance Outcomes

Abstract

This article seeks to evaluate the effects of organizational context and teamworking activities on the performance outcomes of public sector workers. Ability, Motivation and Opportunity (AMO) theory is used as the basis of this study in which it is predicted that employees' ability, motivation and opportunities to participate will affect organizational performance. Procter and Mueller's (2000) framework is used to identify relevant HR contextual features, namely discretionary rewards, appraisal, training and development, industrial relations and organizational culture. Data based on the 2003 Local Government Workplace Survey (N = 3,165) were used to test six research hypotheses and related sub-hypotheses. The findings show that individually, the effects of organizational context and teamworking activities were as hypothesized and consistent with AMO theory. However, the interaction effects were far less pronounced in that they were either non-significant or negative, with the exception of the interaction term teamworking X appraisal, which positively predicted organizational commitment. However, the teamworking X appraisal interaction also led to increased stress, something we consider to be a ‘sting in the tail’ for workers. Thus we argue that even though the interaction effects of teamworking and organizational context are minimal, the individual effects contribute to enhanced worker attitudes and perceived organizational performance.