that people choose to pursue within

that people choose to pursue within organi- zations and the effort and commitment they exert toward those goals. Thus, while man- agers will (and should) consider both finan- cial and nonfinancial tools for attracting, motivating, and retaining employees, it would be a mistake to conclude, based on general surveys, that monetary rewards are not highly important. Finally, as we have demonstrated, the importance (or potential importance) of monetary rewards in any particular situation can be evaluated by considering both the situational variables (e.g., pay variability) and individual vari- ables (e.g., performance level) that best de- scribe the context of a particular manager’s decision.
The empirical evidence we have pre- sented here is highly consistent with the mo-

tivational views of former CEO Jack Welch, who is widely acknowledged to have breathed new life into a well-respected, but somewhat “sleepy,” General Electric. Chang- ing GE’s pay system to provide much higher rewards for strong individual and organiza- tional performance was one of the pivotal tactics in Welch’s overall strategy for revital- ization and growth:

I think showering rewards on people for ex- cellence is an important part of the man- agement process. There’s nothing I like more than giving big raises . . . You have to get rewarded in the soul and the wallet. The money isn’t enough, but a plaque isn’t enough either. . . . you have to give both. (Jack Welch, quoted in Hymowitz & Mur- ray, 1999, p. B1)





Sara L. Rynes is the John F. Murray Professor of Management and Organizations at the University of Iowa. Her research interests include staffing, compensation, and knowledge transfer between academics and practitioners. Rynes is incoming editor of the Academy of Management Journal and has served on the editorial boards of Journal of Applied Psychology, Personnel Psychology, and Frontiers in Industrial and Organizational Psychology. She is a Fellow of the American Psychological Asso- ciation and the Society for Industrial and Organizational Psychology. Prior to mov- ing to Iowa, she was on the faculties of the University of Minnesota and Cornell University.

Barry Gerhart is the John and Barbara Keller Distinguished Chair of Business at the University of Wisconsin-Madison. His research interests are human resource management and strategy, compensation, and business performance. In 1991, Pro- fessor Gerhart received the Scholarly Achievement Award from the Human Re- sources Division, Academy of Management. He is a Fellow of the American Psycho- logical Association and the Society for Industrial and Organizational Psychology. Professor Gerhart is coauthor of the recent book, Compensation: Theory, Evidence, and Strategic Implications, as well as coeditor of Compensation in Organizations, and coauthor of Human Resource Management: Gaining a Competitive Advantage, now in its fourth edition.

Kathleen A. Minette is presently vice president of human resources with Pearson, having joined the organization in 1994. Her undergraduate degrees in sociology and journalism are from Drake University, and her master’s degree in organizational com- munication is from the University of Northern Iowa. Ms. Minette holds lifetime cer- tification as a Senior in Human Resource Management (SPHR) from the Human Re- sources Certification Institute (HRCI). She presently sits on the HRCI board of directors as the Western Regional Examination Development Director. She teaches human resource management as an adjunct professor in the Tippie College of Busi- ness at the University of Iowa

Results (Vietnamese) 1:

họ là những người chọn để theo đuổi trong tổ-zations và những nỗ lực và cam kết phát huy hướng tới những mục tiêu. Vì vậy, trong khi người đàn ông-Glabe sẽ (và nên) xem xét finan - cial và nonfinancial công cụ để thu hút, động cơ thúc đẩy và duy trì các nhân viên, nó sẽ là một sai lầm để kết luận, dựa trên cuộc điều tra tổng quát, rằng phần thưởng tiền tệ là không rất quan trọng. Cuối cùng, như chúng tôi đã chứng minh, tầm quan trọng (hoặc tầm quan trọng tiềm năng) của các phần thưởng tiền tệ trong mọi tình huống cụ thể có thể được đánh giá bằng cách xem xét tình huống biến (ví dụ, biến đổi trả tiền) và cá nhân vari-ables (ví dụ như, các cấp độ hiệu suất) mà tốt nhất de-scribe bối cảnh cụ thể của một người quản lý quyết định.Bằng chứng thực nghiệm hiện có trước khi sented ở đây là rất phù hợp với mo - tivational các quan điểm của cựu CEO Jack Welch, người được thừa nhận rộng rãi để có thở cuộc sống mới vào một tốt tôn trọng, nhưng một chút "buồn ngủ", General Electric. Chang-ing GE trả hệ thống để cung cấp nhiều phần thưởng cao hơn cho các tính năng mạnh mẽ của cá nhân và organiza-tế là một trong những chiến thuật quan trọng trong chiến lược tổng thể của Welch cho revital-ization và tăng trưởng:Tôi nghĩ rằng tắm vòi sen phần thưởng trên người cho ex-cellence là một phần quan trọng của quá trình người đàn ông-agement. Không có gì tôi thích hơn đưa ra lớn tăng... Bạn phải nhận được khen thưởng trong tâm hồn và các khoản chi tiêu. Tiền là không đủ, nhưng một mảng bám không đủ hoặc.... bạn phải cung cấp cho cả hai. (Jack Welch, trích dẫn trong Hymowitz & Mur-ray, 1999, p. B1) Sara L. Rynes is the John F. Murray Professor of Management and Organizations at the University of Iowa. Her research interests include staffing, compensation, and knowledge transfer between academics and practitioners. Rynes is incoming editor of the Academy of Management Journal and has served on the editorial boards of Journal of Applied Psychology, Personnel Psychology, and Frontiers in Industrial and Organizational Psychology. She is a Fellow of the American Psychological Asso- ciation and the Society for Industrial and Organizational Psychology. Prior to mov- ing to Iowa, she was on the faculties of the University of Minnesota and Cornell University.Barry Gerhart is the John and Barbara Keller Distinguished Chair of Business at the University of Wisconsin-Madison. His research interests are human resource management and strategy, compensation, and business performance. In 1991, Pro- fessor Gerhart received the Scholarly Achievement Award from the Human Re- sources Division, Academy of Management. He is a Fellow of the American Psycho- logical Association and the Society for Industrial and Organizational Psychology. Professor Gerhart is coauthor of the recent book, Compensation: Theory, Evidence, and Strategic Implications, as well as coeditor of Compensation in Organizations, and coauthor of Human Resource Management: Gaining a Competitive Advantage, now in its fourth edition.Kathleen A. Minette is presently vice president of human resources with Pearson, having joined the organization in 1994. Her undergraduate degrees in sociology and journalism are from Drake University, and her master’s degree in organizational com- munication is from the University of Northern Iowa. Ms. Minette holds lifetime cer- tification as a Senior in Human Resource Management (SPHR) from the Human Re- sources Certification Institute (HRCI). She presently sits on the HRCI board of directors as the Western Regional Examination Development Director. She teaches human resource management as an adjunct professor in the Tippie College of Busi- ness at the University of Iowa