| Sumario: | A study was conducted to examine variation in pay allocation decisions of managers. A policy-capturing approach was used to investigate 3,104 of these decisions made by 97 managers working for a large nonprofit organization with a pay-for-performance policy. It was found that managerial pay allocations were significantly affected by subordinates' performance, the consistency in subordinates' past job performance, the importance of the subordinates' jobs in meeting managerial goals, and the degree of disruption that would occur if subordinates left their jobs. A large proportion of the variance across the managers was accounted for by sampling error and criterion unreliability. The raters' explicit rankings of the four subordinate-related factors did not correspond highly with the rankings of their regression weights.
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