薪酬差距、管理者相对心理感知与企业绩效

Compensation Gap, Managers' Relative Psychological Perception and Firm Performance

中文关键词:  薪酬差距  相对心理感知  相对剥夺  相对满意  指数化  企业绩效

英文关键词:compensation gap  relative psychological perception  relative deprivation  relative satisfaction  indexation  firm performance

中文摘要:

      薪酬差距不仅可影响管理者预期收益,还可令管理者在差异比较中产生相对心理感知并调整工作行为,进而影响企业绩效。通过构建同时体现相对剥夺和相对满意的管理者相对心理感知指数化模型,探讨了薪酬差距、管理者相对心理感知与企业绩效的内在联系。理论模型分析表明,管理者相对剥夺和相对满意敏感度对其心理感知与薪酬差距之间关系具有调节作用,即相同薪酬差距对不同相对心理感知类型的管理者具有互异的激励效果,进而会对企业绩效产生非线性影响。在此基础上,选取2016年1906家中国上市公司数据,基于分位数回归模型的实证研究发现,薪酬差距与企业绩效间存在着显著的非线性关系(倒U型关系),且在绩效较高的企业中两者之间的关联更紧密。这意味着,企业在决定最优薪酬差距时必须考虑管理者相对心理感知类型,即“相对剥夺敏感型”管理者所在企业应采取扁平化薪酬结构,“相对满意敏感型”管理者所在企业应采取陡峭型薪酬结构。

英文摘要:

      Compensation gap not only affects the expected benefit of managers, but also enable managers to generate relative psychological perceptions and adjust their work behaviors in the comparison of differences, thereby changing corporate performance. To explore the internal link among compensation gap, managers' psychological perception and firm performance, the indexed relative psychological perception model is constructed, which could reflect the relative deprivation and the relative satisfaction simultaneously. Theoretical analysis shows that managers' relative deprivation and relative satisfaction sensitivity have a regulatory effect on the relationship between managers' psychological perception and compensation gap. That is, the same compensation gap has different incentive effects for different relative psychological perception types of managers, and then leading to the non-linear effect on firm performance. On this basis, based on the data from 1906 China listed firms in Year 2016, the results from the quantile regression model show that the non-linear relationship between compensation gap and firm performance is significant. It is more significant in the firms with better performances. These findings imply that the managers' type of relative psychological perception should be considered when deciding the optimal compensation gap. That is, flat compensation structure should be utilized for the firms whose managers are “relative-deprivation-sensitive type” and steep compensation structure should be utilized for the firms whose managers are “relative-satisfaction-sensitive type”. 