Abstracts
Résumé
La présente étude, réalisée auprès de 252 entreprises québécoises, a permis de mettre en évidence que les politiques de rémunération sont davantage influencées par les stratégies internes de l’organisation que par leurs stratégies externes. Plus spécifiquement, les entreprises qui préconisent les équipes autonomes de travail, la qualité totale et la gestion participative optent davantage pour des politiques de rémunération orientées vers la performance individuelle et collective, tendent à accorder un pourcentage de bonis plus élevé et à favoriser une plus grande transparence dans leurs mécanismes de gestion. Les résultats montrent également que la présence syndicale joue un rôle déterminant dans le choix des politiques de rémunération.
Summary
The competitive position of companies is increasingly linked to their capacity to attract and retain competent personnel. Human resources management, in particular compensation, is a crucial component of this quest for competencies. Yet companies must choose between several types of compensation policies. They must determine on which basis to select a policy so as to maximize the effectiveness of the compensation system. These choices may be linked to external strategies of the company, e.g. diversification, differentiation, or internal strategies such as autonomous work teams, total quality and participative management. This article therefore attempts to analyze the extent to which external and internal strategies identified by companies dictate their choice of compensation policies. In other words, do companies that adopt particular external and internal strategies also opt for differentiated compensation policies?
The data were collected by a questionnaire mailed to vice-presidents and human resources managers of Quebec companies in competitive sectors. We received 252 usable questionnaires, equal to an 11.4% response rate. The variables have been grouped into four main categories: compensation policies, external strategies, internal strategies and control variables. By means of a multiple regression analysis using the forced entry method we have tested the contribution of each category of variables, thus allowing for verification of the hypotheses formulated. The control variables were entered first in a single block, followed by the external strategies and internal strategies. Utility tests were performed to verify whether the order of entry of the variables influenced the results obtained.
The principal findings suggest that internal strategies dictate the choice of compensation policy to a much greater extent than do external strategies. In effect, companies seek above all to create internal coherence among their HR policies and organizational development strategies. For example, companies that rely heavily on autonomous work teams, engage in more participative management and promote quality management have compensation systems that are less traditional and characterized by a greater emphasis on performance, transparency of information provided to employees and, to a lesser extent, leader pay policies and decentralization of decision-making, which is consistent with the literature. Regarding the impact of external strategies, our results are more mitigated. Only competitive strategies emanating from business units exert a slight influence on the choice of compensation policies. Moreover, corporate strategies such as degree of diversification do not affect the choice of compensation policies. This type of strategy is apparently too far removed from the concerns of HR managers. Lastly, of the control variables examined, unionization plays the most determining role in the choice of compensation policies. In fact, this variable is the most consequential in our analytical model. This result raises important questions about the importance of the strategic approach to human resources management and reinforces the relevance of exploring institutional approaches to compensation policies.
Resumen
El presente estudio, realizado con la participación de 252 empresas quebequenses, ha puesto en evidencia que las políticas de remuneración son mas influenciadas por las estrategias internas de la organización que por las estrategias externas. Mas especificamente, las empresas que preconizan los equipos autonomos de trabajo, la calidad total y la gestion participativa optan de preferencia por las politicas de remuneración basadas en el rendimiento individual y colectivo, tienden a acordar un porcentaje de bonificación mas elevado y a favorizar una mayor transparencia en sus mecanismos de gestión. Los resultados muestran igualmente que la presencia sindical juega un rol determinante en la selección de políticas de remuneración.
Appendices
Bibliographie
- Allen, Richard S. et Ralph H. Kilmann. 2001. « Aligning Reward Practices in Support in Total Quality Management ». Business Horizons, vol. 44, no 3, 77–84.
- Arthur, Jeffrey B. 1992. « The Link Between Business Strategy and Industrial Relations Systems in American Steel Minimills ». Industrial and Labor Relations Review, vol. 45, no 3, 488–506.
- Arthur, Jeffrey B. 1994. « Effects of Human Resource Systems on Manufacturing Performance and Turnover ». Academy of Management Journal, vol. 37, no 3, 670–687.
- Baird, Lloyd et Ilan Meshoulam. 1988. « Managing Two Fits of Strategic Human Resource Management ». Academy of Management Review, vol. 13, no 1, 116–128.
- Balkin, David B. et Luis R. Gomez-Mejia. 1990. « Matching Compensation and Organizational Strategies ». Strategic Management Journal, vol. 11, 153–169.
- Balkin, David B. et Brendan D. Bannister. 1993. « Explaining Pay Forms for Strategic Employee Groups in Organizations : A Resource Dependence Perspective ». Journal of Occupational and Organizational Psychology, vol. 66, 139–151.
- Barney, Jay B. 1991. « Firm Resources and Sustained Competitive Advantage ». Journal of Management, vol. 17, no 1, 99–120.
- Becker, Briand E. et Mark A. Huselid. 1996. « Managerial Compensation Systems and Firm Performance ». Conférence présentée au 56e congrès de l’Academy of Management, Cincinnati, Ohio.
- Becker, Briand E. et Mark A. Huselid. 1998. « High Performance Work Systems and Firm Performance : A Synthesis of Research and Managerial Implications ». Research in Personnel and Human Resources Management. Greenwich, Conn. : JAI Press, vol. 16, 53–101.
- Caudron, Shari. 1993. « Master the Compensation Maze ». Personnel Journal, juin, 64B–64O.
- Chênevert, Denis et Michel Tremblay. 2000. « Analyse des expériences nord-américaines des régimes de partage des gains de productivité ». Les rémunérations : politiques et pratiques pour les années 2000. J. M. Peretti et P. Roussel, dir. Paris : Vuibert, 181–196.
- Cohen, Suzan G. et Diane E. Bailey. 1997. « What Makes Teams Work : Group Effectiveness Research from the Shop Floor to the Executive Suite ». Journal of Management, vol. 23, no 3, 239–290.
- Cooke, William N. 1994. « Employee Participation Programs, Group-Based Incentives, and Company Performance : A Union-Nonunion Comparison ». Industrial and Labor Relations Review, vol. 47, no 4, 594–609.
- Cotton, John L., David A. Vollrath, Kirk L. Froggatt, Mark L. Lengnick-Hall et Kenneth R. Jennings. 1988. « Employee Participation : Diverse Forms and Different Outcomes ». Academy of Management Review, vol. 13, no 1, 8–22.
- Deal, Terrence E. et Allan A. Kennedy. 1983. « Culture : A New Look through Old Lenses ». The Journal of Applied Behavioral Science, vol. 19, no 4, 497–505.
- Delery, John E. et Harold D. Doty. 1996. « Modes of Theorizing in Strategic Human Resource Management : Test of Universalistic, Contingency, and Configurational Performance Predictions ». Academy of Management Journal, vol. 39, no 4, 802–835.
- Delery, John E., Jason D. Shaw, Nina Gupta, G. Douglas Jenkins, Jr et Magot L. Ganster. 1996. « Human Resource Management and Firm Performance : An Empirical Examination of Motor Carriers ». Conférence présentée au 56e congrès de l’Academy of Management, Cincinnati, Ohio.
- Dunphy, Dexter et Ben Bryant. 1996. « Teams : Panaceas or Prescriptions for Improved Performance ? ». Human Relations, vol. 49, no 5, 677–699.
- Flannery, Thomas P., David A. Hofrichter et Paul E. Platten. 1996. People, Performance and Pay. New York : Free Press.
- Fosam, E. B., M. Grimsley et S. J. Wisher. 1998. « Exploring Models for Employee Satisfaction, with Particular Reference to a Police Force ». Total Quality Management, vol. 9, nos 2–3, 235–247.
- Freeman, Richard B. et Morris M. Kleiner. 1990. « The Impact of New Unionization on Wages and Working Conditions ». Journal of Labor Economics, vol. 8, no 1, S8–S25.
- Galbraith, Craig S. et Gregory B. Merrill. 1991. « The Effect of Compensation Program and Structure on SBU Competitive Strategy : A Study of Technology-Intensive Firms ». Strategic Management Journal, vol. 12, no 5, 353–370.
- Gerhart, Barry. 1999. « Human Resource Management and Firm Performance : Measurement Issues and their Effect on Causal and Policy Inferences ». Research in Personnel and Human Resource Management, suppl. 4, 31–51.
- Gerhart, Barry. 2000. « Compensation Strategy and Organizational Performance ». Compensation in Organization. S. L. Rynes et B. Gerhart, dir. San Francisco : Jossey-Bass, 151–194.
- Gerhart, Barry, Charlie O. Trevor et Mary E. Graham. 1996. « New Directions in Employees Compensation Research ». Research in Personnel and Human Resource Management. G. R. Ferris, dir. Greenwich, Conn. : JAI Press, vol. 14, 143–203.
- Gomez-Mejia, Luis R. 1992. « Structure and Process of Diversification, Compensation Strategy, and Firm Performance ». Strategic Management Journal, vol. 13, 381–397.
- Gomez-Mejia, Luis R. et Theresa M. Welbourne. 1988. « Compensation Strategy : An Overview and Futur Steps ». Human Resource Planning, vol. 11, no 3, 173–189.
- Gomez-Mejia, Luis R. et David B. Balkin. 1992. Compensation Organizational Strategy and Firm Performance. Cincinnati, Ohio : South West Publishing Co.
- Herbert, Theodore T. et Helen Deresky. 1987. « Should General Managers Match their Business Strategies ? ». Organizational Dynamics, vol. 15, no 3, 40–51.
- Hunter, Larry W. 1996. « When Fit Doesn’t Happen : The Limits of Business Strategy as an Explanation for Variation in Human Ressource Practices ». Conférence présentée au 56e congrès de l’Academy of Management, Cincinnati, Ohio.
- Jackson, Suzan E. et Randall S. Schuler. 1995. « Understanding Human Resource Management, the Context of Organizations and their Environments ». Annual Review of Psychology, vol. 46, 237–264.
- Jensen, Michael et William H. Meckling. 1976. « Theory of the Firm : Managerial Behavior, Agency Costs and Ownership Structure ». Journal of Financial Economics, vol. 3, no 4, 305–360.
- Kerr, Jeffrey et John W. Slocum. 1987. « Managing Corporate Culture through Reward Systems ». Academy of Management Executive, vol. 1, no 2, 99–108.
- Knouse, Stephen B. 1995. The Reward and Recognition Process in Total Quality Management. Milwaukee, Wis. : ASQC Quality Press.
- Kochan, Thomas A. et Paul Osterman. 1994. The Mutual Gains Enterprise. Boston, Mass. : Harvard Business School Press.
- Kornfeld, Robert. 1993. « The Effects of Union Membership on Wages and Employee Benefits : The Case of Australia ». Industrial and Labor Relations Review, vol. 47, no 1, 114–129.
- Lawler, Edward E. III. 1994. « Total Quality Management and Employee Involvement : Are they Compatible ? ». Academy of Management Executive, vol. 8, no 1, 68–76.
- Levine, David I. 1998. « Team Production ». The Human Resource Management Handbook. D. Lewin, D. Mitchell and M. Zaidi, dir. Greenwich, Conn. : JAI Press, part 1, 35–61.
- Levine, David I. et Douglas D. Tyson. 1990. « Participation, Productivity, and the Firm’s Environment ». Paying for Productivity. Alan S. Blinder, dir. Washington : Brookings Institution, 183–243.
- Montemayor, Edilberto F. 1996. « Congruence between Pay Policy and Competitive Strategy in High-Performing Firms ». Journal of Management, vol. 22, no 6, 889–908.
- Napier, Nancy K. et Mark Smith. 1987. « Product Diversification, Performance Criteria and Compensation at the Corporate Manager Level ». Strategic Management Journal, vol. 8, no 2, 195–201.
- Olian, Judy D. et Sara L. Rynes. 1991. « Making Total Quality Work : Aligning Organizational Processes, Performance Measures, and Stakeholders ». Human Resource Management, vol. 30, no 3, 303–333.
- Osterman, Paul. 1994. « How Common is Workplace Transformation and Who Adopts It ? ». Industrial and Labor Relations Review, vol. 47, no 2, 173–188.
- Pettigrew, Andrew M. 1979. « On Studying Organizational Cultures ». Administrative Science Quarterly, vol. 24, décembre, 570–581.
- Pfeffer, Jeffrey. 1994. Competitive Advantage through People. Boston, Mass. : Harvard Business School Press.
- Poole, Michael et Glenville Jenkings. 1991. « The Impact of Profit-Sharing and Employee Shareholding Schemes ». Journal of General Management, vol. 16, no 3, 52–72.
- Porter, Michael E. 1980. Competitive Strategy. New York : Free Press.
- Rajagopalan, Nadini et J. E. Prescott. 1990. « Determinants of Top Management Compensation : Explaining the Impact of Economic, Behavioral and Strategic Constructs and the Moderating Effects of Industry ». Journal of Management, vol. 16, no 3, 515–538.
- Rose, Nancy L. et Andrea Shepard. 1997. « Firm Diversification and CEO Compensation : Managerial Ability or Executive Entrenchment ? ». The Rand Journal of Economics, vol. 28, no 3, 489–513.
- Rumelt, Richard P. 1974. Strategy, Structure and Economic Performance. Boston, Mass. : Division of Research, Harvard Business School.
- Schuler, Randall S. et Suzan E. Jackson. 1987. « Linking Competitive Strategies with Human Ressource Management Pratices ». Academy of Management Executive, vol. 1, no 3, 207–219.
- Scott, W. Richard. 1987. « The Adolescence of Institutional Theory ». Administrative Science Quarterly, vol. 32, 493–511.
- Sire, Bruno et Michel Tremblay. 2000. « Contraintes et objectifs d’une politique de rémunération ». Les rémunérations : politiques et pratiques pour les années 2000. J. M. Peretti et P. Roussel, dir. Paris : Vuibert, 15–34.
- Smith, Carla S. et Michael T. Brannick. 1990. « A Role and Expectancy Model of Participative Decision-Making : A Replication and Theoretical Extension ». Journal of Organizational Behavior, vol. 11, no 2, 91–104.
- Snell, Scott A. et James W. Jr Dean. 1992. « Integrated Manufacturing and Human Resource Management : A Human Capital Perspective ». Academy of Management Journal, vol. 35, no 3, 467–503.
- Snell, Scott A. et James W. Jr Dean. 1994. « Strategic Compensation for Integrated Manufacturing : The Moderating Effects of Jobs and Organizational Inertia ». Academy of Management Journal, vol. 37, no 5, 1109–1140.
- Swiercz, Paul M. 1995. « Research Update : Strategic HRM ». Human Resource Planning, vol. 18, no 3, 53–59.
- Tremblay, Michel et Denis Marcoux. 1994. « Étude des déterminants de la rémuneration des employés manuels dans les municipalités québécoises ». Relations industrielles/Industrial Relations, vol. 9, no 3, 528–547.
- Wageman, Ruth. 1995. « Interdependence and Group Effectiveness ». Administrative Science Quarterly, vol. 40, 145–180.
- Wageman, Ruth et George Baker. 1997. « Incentives and Cooperation : The Joint Effects of Task and Reward Interdependence on Group Performance ». Journal of Organizational Behavior, vol. 18, 139–158.
- Wright, Patrick M. et Gary C. McMahan. 1992. « Theoritical Perspectives for Strategic Human Resource Management ». Journal of Management, vol. 18, no 2, 295–320.
- Youndt, Mark A., Scott A. Snell, James W. Dean et David P. Lepak. 1996. « Human Ressource Management, Manufacturing Strategy, and Firm Performance ». Academy of Management Journal, vol. 39, no 4, 836–866.