Salary categories and

significance
Salary

Coefficient

P-value

Salary 2

-.0867

.218

Salary 3

-.0144

.832

Salary 4

.1754

.008

Salary 5

.1675

.009

Salary 6

.3323

.000

Salary 7

.4046

.000

Salary 8

.5013

.000

Salary 9

.7154

.000

Salary 10

.9649

.000

LIMITATION OF THE
STUDY
This research is a cross-sectional analysis
It does not offer precise information about piece
rates or productivity payments so one can infer
that are either individual or group-based.

CONCLUSION
The purpose of this study is to analyze the antecedents
of satisfaction with pay in teams by focusing on
performance pay and autonomy.
We come to know that respondent are generally satisfied
with their pay and PR & TBR are not very common.
The adoption of piece rates or other productivity
payments leads to higher employee satisfaction with pay
in teams.
Compensation type is a more evident determinant of
satisfaction.

Contd.
Hypothesis 1 is supported showing that piece rates
or other productivity payments are associated with
higher pay satisfaction
Hypothesis 2 was not supported showing that
team-based rewards do not influence satisfaction
with pay
With respect to autonomy the results show that
both individual and team-based discretion are
positively associated with pay satisfaction, as
predicted by hypotheses 3 and 4.

Recommendation
It would be interesting to study if the findings
change when we conduct a time series
analysis.
It would be interesting to see the exact percent
that corresponds to group compensation and to
compare it with the percent for individual
performance pay.

CHAPTER TWO
THE DETERMINANTS OF HELPING
BEHAVIOR IN TEAMS

INTRODUCTION

The study aims to analyze the antecedents of helping

behavior in teams by looking at performance based
compensation and autonomy.
To relate helping behavior and compensation in order to
study which payment schemes are prone to induce more or
less helping a team context.
Managers should know when to apply a specific form of
compensation and when to use a specific job design with
the purpose of creating a good and efficient working
environment in which employees receive help when they
ask for it.

CONTD.
The study assumes that the worker receives help from
somebody else who may be called as a Good Samaritan in
two cases
First when somebody else has something to gain if he/she offers help
Second, when somebody else wants to help only because he/she canhas necessary autonomy to do it.

To explore which factors lead to increase helping behavior,

theories relevant to the research questions are
Agency theory from economics
Social exchange theory and
Theory of cooperation from psychology