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首页> 外文期刊>Journal of product innovation management >Should Firms Consider Employee Input in Reward System Design? The Effect of Participation on Market Orientation and New Product Performance
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Should Firms Consider Employee Input in Reward System Design? The Effect of Participation on Market Orientation and New Product Performance

机译：公司在奖励系统设计中是否应考虑员工的投入？参与度对市场导向和新产品绩效的影响

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Will increasing employee participation in reward decisions increase new product performance by first increasing a firm's level of market orientation? Literature offers limited insight to the effects of listening to employees regarding reward system design and whether this may influence market orientation implementation and new product performance. This paper provides research to fill the gap by examining the relationship between participation-based reward systems, market orientation, and new product performance. Based on expectancy theory, a conceptual model was developed suggesting that participation-based rewards will increase market orientation by considering employees' desires regarding performance rewards. To test the model, a mixed method was used to collect data. First, in-depth interviews were conducted with managers from 11 different firms to verify the proposed model. Then a multi-industry sample of managers from 290 firms was surveyed to maximize generalizability of the results. Data were analyzed using structural equation modeling techniques to simultaneously fit the measurement and structural models. The findings show that market orientation significantly impacts objective new product performance and mediates the relationship between participation-based rewards and objective new product performance. Participation-based rewards positively affect market orientation but surprisingly affect new product performance negatively, while positively moderating the relationship between market orientation and new product performance. The results suggest that managers should include employee input in designing reward systems. However, managers should also be careful of how much input they allow employees in determining their rewards and goals as more input will improve market orientation or responding to information collected by, and disseminated throughout the firm, and that, in turn, will improve some types of new product performance. However, the direct effect of employee input can decrease new product performance suggesting that there may be a trade-off between various success measures of new products developed and introduced by the firm.
机译：通过首先提高公司的市场定位水平，增加员工参与奖励决策的参与度是否会提高新产品的绩效？文献对聆听员工关于奖励系统设计的影响以及这是否会影响市场定位的实施和新产品性能的了解有限。本文通过研究基于参与的奖励系统，市场定位和新产品性能之间的关系，提供了填补这一空白的研究。基于期望理论，开发了一个概念模型，该模型建议基于参与的奖励将通过考虑员工对绩效奖励的需求来提高市场导向。为了测试模型，使用了一种混合方法来收集数据。首先，与来自11家不同公司的经理进行了深入访谈，以验证所提出的模型。然后，对来自290家公司的管理人员进行了多行业样本调查，以最大程度地推广结果。使用结构方程建模技术分析数据，以同时拟合测量和结构模型。研究结果表明，市场导向显着影响目标新产品性能，并调节基于参与的奖励与目标新产品性能之间的关系。基于参与的奖励会对市场定位产生积极影响，但对新产品性能产生负面影响，而在积极地调节市场定位与新产品性能之间的关系方面则产生负面影响。结果表明，管理人员应在设计奖励制度时纳入员工的意见。但是，管理人员还应注意，他们会允许员工在确定奖励和目标时使用多少输入，因为更多的输入将改善市场定位或对公司收集和在整个公司范围内传播的信息做出响应，从而会改善某些类型。新产品性能。但是，员工投入的直接影响会降低新产品的性能，这表明在公司开发和推出的新产品的各种成功衡量标准之间可能需要权衡取舍。

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