Understanding why team members won't share - An examination of factors related to employee receptivity to team-based rewards

Research on the effectiveness of team-based rewards (TBRs) is mired, and em pirical research regarding individual-level factors that may influence TBR receptivity is lacking In a sample of 618 line-level employees representing 57 work teams in a Fortune 50 insurance company, the authors examined the impact of various individual-level factors such as employees' collectivisti c orientation, ream-related attitudes, and justice perceptions on employee receptivity to TBRs. As predicted the authors found that employees were gen erally more receptive to TBRs when they were collectivistic, preferred team s, were committed to their teams, perceived a fit between TBRs and other or ganizational changes, rated their teams as highly task interdependent, and perceived procedural and interactional justice. The effects of procedural a nd interactional justice were even stronger for employees working in teams with higher; rather than lower, levels of task interdependence. The article concludes with implications for both management scholars and managers in c harge of implementing TBRs.