Peer norm guesses and self-reported attitudes towards performance-related pay
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Show full item recordcomunitat-uji-handle:10234/9
comunitat-uji-handle2:10234/8643
comunitat-uji-handle3:10234/8644
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Title
Peer norm guesses and self-reported attitudes towards performance-related payDate
2017Publisher
Public Library of ScienceISSN
1932-6203Bibliographic citation
Georgantzis N, Vasileiou E, Kotzaivazoglou I (2017) Peer norm guesses and self-reported attitudes towards performancerelated pay. PLoS ONE 12(4): e0174724. https:// doi.org/10.1371/journal.pone.0174724Type
info:eu-repo/semantics/articlePublisher version
http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0174724Version
info:eu-repo/semantics/publishedVersionAbstract
Due to a variety of reasons, people see themselves differently from how they see others.
This basic asymmetry has broad consequences. It leads people to judge themselves and
their own behavior differently from how ... [+]
Due to a variety of reasons, people see themselves differently from how they see others.
This basic asymmetry has broad consequences. It leads people to judge themselves and
their own behavior differently from how they judge others and others’ behavior. This
research, first, studies the perceptions and attitudes of Greek Public Sector employees
towards the introduction of Performance-Related Pay (PRP) systems trying to reveal
whether there is a divergence between individual attitudes and guesses on peers’ attitudes.
Secondly, it is investigated whether divergence between own self-reported and peer norm
guesses could mediate the acceptance of the aforementioned implementation once job status
has been controlled for. This study uses a unique questionnaire of 520 observations
which was designed to address the questions outlined in the preceding lines. Our econometric
results indicate that workers have heterogeneous attitudes and hold heterogeneous
beliefs on others’ expectations regarding a successful implementation of PRP. Specifically,
individual perceptions are less skeptical towards PRP than are beliefs on others’ attitudes.
Additionally, we found that managers are significantly more optimistic than lower rank
employees regarding the expected success of PRP systems in their jobs. However, they
both expect their peers to be more negative than they themselves are. [-]
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PLoS ONE, April 17, 2017Rights
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Except where otherwise noted, this item's license is described as © 2017 Georgantzis et al. This is an
open access article distributed under the terms of
the Creative Commons Attribution License, which
permits unrestricted use, distribution, and
reproduction in any medium, provided the original
author and source are credited.