Using profit sharing to enhance employee attitudes: A longitudinal examination of the effects on trust and commitment
✍ Scribed by Jacqueline A-M. Coyle-Shapiro; Paula C. Morrow; Ray Richardson; Stephen R. Dunn
- Publisher
- John Wiley and Sons
- Year
- 2002
- Tongue
- English
- Weight
- 149 KB
- Volume
- 41
- Category
- Article
- ISSN
- 0090-4848
No coin nor oath required. For personal study only.
✦ Synopsis
Abstract
The ability of profit sharing to increase organizational performance via positive changes in employee attitudes
has yielded mixed results. Drawing on principal agent, expectancy, and organizational justice theories, we assess
how perceptions of profit sharing (capacity for individual contribution and organizational reciprocity)
alter organizational commitment and trust in management using longitudinal data provided by 141 engineering
employees. Favorable perceptions of profit sharing served to increase organizational commitment while only
organizational reciprocity predicted trust in management. The relationship between organizational reciprocity and
commitment was partially mediated by trust in management. Implications for the design of profit sharing
initiatives are noted. © 2002 Wiley Periodicals, Inc.