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Salary categories and significance SalaryCoefficientP-valueSalary 2-.0867.218Salary 3-.0144.832Salary 4.1754.008Salary 5.1675.009Salary 6.3323.000Salary 7.4046.000Salary 8.5013.000Salary 9.7154.000Salary 10.9649.000This research is a cross-sectional analysisIt does not offer precise information about piece rates or productivity payments so one can infer that are either individual or group-based. LIMITATION OF THE STUDYCONCLUSIONThe 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 payWith 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. RecommendationIt 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

to analyze the antecedents of helping behavior in teams by looking at performance based compensation and autonomy. Considers teams as groups of people who work together for the accomplishment of a common goal set by a higher authority in the firm. So, it is important to relate helping behavior and compensation in order to study which payment schemes are prone to induce more or less help in a team context. The compensation can be taken as a motivator to reward certain performance or self-autonomous behavior of employees. The goal of the study is to develop a perspective that takes into account these assumptions when analyzing the effect of performance pay compensation and autonomy on helping behavior in teams.

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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.

teams as groups of people who work together for the accomplishment of a common goal set by a higher authority in the firm. 7Contd.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 can-has necessary autonomy to do it.To explore which factors lead to increase helping behavior, theories relevant to the research questions are Agency theory from economicsSocial exchange theory and Theory of cooperation from psychology

Along with the adoption of new HR practices like decentralization and learning of decision making, compensation is also of growing importance because firm need to adjust its payment schemes according to their organizational design and understand its influences on performance of employees.8