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Call for Papers-Reward management


Call for papers

Reward management: linking employee motivation and organizational performance

Guest Editors:

Conny H. Antoni (University of Trier, Germany), Xavier Baeten (Vlerick Business School, Belgium), Stephen Perkins, (London Metropolitan University, UK), Jason D. Shaw (The Hong Kong Polytechnic University), Matti Vartiainen (Aalto University School of Science, Finland).

The Journal of Personnel Psychology (JPP) announces a special issue focusing on psychological processes linking organizational reward systems and practices to employee motivation and organizational performance.

Companies invest substantial financial resources in reward management systems and practices (encompassing fixed and variable pay, benefits and non-financial rewards) to attract, retain and motivate employees and thereby to ensure and improve organizational competitiveness and performance. In the face of the financial crisis and of serious cases of employee and company unethical behavior financial incentives and more specifically bonus and pay for performance (pfp) systems have been widely criticized for their detrimental effects for individuals, companies and society. On the other hand, both qualitative reviews (Gerhart & Fang, 2015; Shaw & Gupta, 2015) and meta-analytic studies (Jenkins, Mitra, Gupta & Shaw, 1998) have shown that financial incentives can improve employee motivation and performance. These examples of the dark and bright side of financial incentives highlight the importance of reward management for employees, companies and society. They also illustrate the need to understand the underlying mediating and moderating mechanisms linking reward systems and practices to individual, team and organizational outcomes. However, reward management, particularly compensation and incentive systems remain one of the most under-researched areas in human resource management and personnel psychology research (Gupta & Shaw 2015). This special issue calls for papers that help to fill this gap.

The proposed special issue intends to present studies that analyze for

  • which processes mediate the impact of financial and non-financial rewards on individual, team and organizational outcomes, such as employee (de)motivation, pay satisfaction, in- and extra-role performance, team and organizational commitment, performance and governance;
  • the influence of reward criteria, such as individual, team and organizational performance on the perception and effects of reward characteristics and practices, such as pay dispersion and pay transparency;
  • how contextual variables, such as work structure, leadership behavior, ethical culture and corporate strategy influence the relationship between reward types and their outcomes;
  • individual and cultural differences of employee’s attitudes towards different types of rewards,  and how these attitudes develop and influence reward outcomes;
  • the effects of combinations of different reward types, such as intrinsic, extrinsic and social rewards, individual, team and company pfp plans;
  • the implementation and survival of reward strategies and the role of contextual variables in longitudinal studies;
  • examine and explain the gender differences in pay, pay perception and effects.

While we welcome both empirical and purely conceptual manuscripts, we particularly encourage the submission of empirical papers.

Method of submission: Manuscripts, which should be clearly labelled as submissions intended for this special issue, must be submitted through JPP's online review system, Editorial Manager, in accordance with regular JPP guidelines (see and All submissions will undergo a double-blind peer-review process, using the normal JPP review criteria while also taking into account the contribution of the paper to the topic of this special issue.

Formal requirements: Original articles present novel empirical results to make theoretical advances (with a maximum length of 6,000 words, including references but excluding tables and figures), research notes are similar to original articles but shorter (with a maximum length of 2,500 words, including references but excluding tables and figures), and review articles summarize (preferably quantitatively via meta- analysis) and integrate a clearly defined literature and make theoretical advances in this area (with a maximum length of 8,000 words, including references but excluding tables and figures).

Deadline for submissions is February 29th, 2016.

Feedback of the review process will be given within 3 months; revisions should be submitted within three months, final acceptance after a potential further revision is scheduled until November 2016

Informal enquiries on the Special Issue can be made to Conny Antoni (


Gerhart, B., & Fang, M. (2014). Pay for (individual) performance: Issues, claims, evidence and the role of sorting effects. Human Resource Management Review, 24(1), 41-52.

Gupta, N., & Shaw, J. D. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review24(1), 1-4.

Jenkins Jr, G. D., Mitra, A., Gupta, N., & Shaw, J. D. (1998). Are financial incentives related to performance? A meta-analytic review of empirical research. Journal of Applied Psychology, 83(5), 777.

Shaw, J. D., & Gupta, N. (2015). Let the evidence speak again! Financial incentives are more effective than we thought. Human Resource Management Journal, 25(3), 281-293.