Centralization and effectiveness of reward management in multinational enterprises - Perceptions of HQ and subsidiary reward managers
Publication typeArticle in academic journal
JournalJournal of Personnel Psychology
Publication Begin page55
Publication End page65
MetadataShow full item record
AbstractBased on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.
KeywordGlobal Reward Management, Centralization, Effectiveness, Social Identity Theory, Perceptions