Research On The Relationship Between Perception Of Pay For Performance And Organizational Citizenship Behavior

Pay for performance is an important part of human resource management. However, a large number of studies have shown that many of the current pay for performance system are difficult to play the role of employee motivation. Although the cause of failure or inefficiency pay many factors, but the pay system only through the influence of employee attitudes and feelings can ultimately affect their behavior, so we can learn from a deeper level of performance pay system perceptions of pay for performance. Organizational citizenship behavior is an important incentive effect of pay for performance, and it also reflects the specific demand from this era. Rapid technological development, global competition will be placed in a rapidly changing and uncertain business environment, in this context, if the work behavior of employees is limited to a narrow range of responsibilities, it can’t adapt to the changing external environment. The relation between perceptions of pay for performance and organizational citizenship behavior not only has important theoretical significance, but also has important practical implications for organizational citizenship behavior.This paper collects data through the way of questionnaire survey to understand employees’perceptions of pay for performance. It uses SPSS for statistical analysis, and taking empirical research on the relationship between perceptions of pay for performance, organizational identification and organizational citizenship behavior.This paper is divided into four parts, and the first part is the introduction:this part introduces the research background, proposing questions, research purpose and significance, research framework, research methods and possible innovation. The second part is the literature review:this part analyzes and summarizes the relevant theories on the perceptions of pay for performance, organizational identification and organizational citizenship behavior. The third part is the empirical research:this part is the core content and the main sections of this paper. This part is based on the above literature review and the research and the summary, proposing the theoretical model and research hypothesis, and then analyzed and validated the relationship between perceptions of pay for performance, organizational identification and organizational citizenship behavior using SPSS software. The fourth part is the research conclusion and suggestion:this part of is summarized accorded to the results of the empirical analysis, and points out the limitations of this study and future prospects.Through the descriptive statistical analysis of those three variables, the financial industry employees’degree of perceptions of pay for performance and organizational identification is high. The demographic variables for perceptions of pay for performance, organizational identification and organizational citizenship behavior does not exist significant influence. The correlation analysis and regression analysis showed that, there was a positive correlation between perceptions of pay for performance and organizational identity; there is a positive correlation between perceptions of pay for performance and organizational citizenship behavior and its dimensions; and between organizational identity and organizational citizenship behavior and the four dimensions. The analysis results of intermediary role display that organizational identification plays a mediating role between perceptions of pay for performance and organizational citizenship behavior. For the four dimensions of organizational citizenship behavior, organizational identification plays a mediating role between organizational citizenship behavior of the individual aspect and social aspect, group aspect and organizational aspect and perceptions of pay for performance. The results of data analysis can summarize management advice. It needs to establish a dynamic monitoring mechanism for pay for performance, and understanding the true perception of compensation and the actual demand. On the other hand, it should strengthen the understanding of total compensation, pay attention to the extrinsic motivation and intrinsic motivation at the same time.The value of this paper is to summary the relationship between perceptions of pay for performance, organizational identification and organizational citizenship behavior through the empirical analysis, and to reveal the influence between the three variables to provide the theory basis and the practice instruction for pay for performance. The limitation is reflected in the insufficient representative samples, dynamic nature of the data collection, and the research variables is attitude variables, which is influenced by the individual’s subjective factors and lack of objective data.