An empirical study on the effects of performance feedback, budgetary goals and compensation schemes on performance: A cross-cultural perspective.

摘要

This study had two objectives. First, it examined the joint effects of performance feedback, budgetary goals and compensation schemes on performance. Second, these effects were examined in a cross-cultural context. To achieve these two objectives, two groups of hypotheses were proposed. With the aid of a pilot-tested experimental task, empirical data was collected from a series of laboratory experiments administered in Hong Kong and Australia using 472 subjects with business training. With a 2 (feedback) x 2 (goals) x 3 (compensation) x 2 (culture) factorial design, this study experimentally manipulated the first three independent variables while culture, the fourth independent variable, functioned as a blocking factor. The concept of culture used was based primarily on Hofstede's (1980b) cultural framework. Among the four cultural dimensions, the present study focused on Power Distance and Individualism.; ANCOVA results provided strong support for the first group of hypotheses that there were significant two-way and three-way interaction effects of feedback, goals and compensation on performance. Additional analyses showed that (1) the availability of feedback strengthened the interaction effects on performance of budgetary goals and compensation schemes, (2) difficult goals (as opposed to easy goals) reinforced the interaction effects of feedback and compensation, and (3) piece-rate schemes (as opposed to fixed-pay and bonus schemes) had a strengthening effect on the interactions of goals and feedback to influence performance. These results were interpreted in the study in terms of traditional perspectives (which have roots in contingency and motivation theories) as well as agency perspectives.; With regard to the second group of hypotheses which were culture-related, it was found that culture moderated the main effects of compensation schemes but did not moderate the other main effects and the two-way interaction effects of feedback, budgetary goals and compensation schemes on performance. Limitations of the study and suggestions for future research are discussed in the concluding chapter of this thesis.