8 APPENDIX 5: Regression results pay-for-performance perception (salary position <100

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CONTENTS APPENDIXES

APPENDIX 1: Questionnaire ……….……… ……… 2

APPENDIX 2: Means, standard deviations and scale reliabilities………. ………. 6

APPENDIX 3: Correlation matrix (salary position < 100%)………... ………. 7

APPENDIX 4: Correlation matrix (salary position =>100%)………. ………. 8

APPENDIX 5: Regression results pay-for-performance perception (salary position <100%)………. 9

APPENDIX 6: Regression results pay-for-performance perception (salary position =>100%)……… 10

APPENDIX 7: Regression results outcomes (salary position <100%)……… 11

APPENDIX 8: Regression results outcomes (salary position =>100%)………. 12

APPENDIX 9: Comments on questionnaire………13

APPENDIX 10: Summary of questionnaire answers……… 16

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APPENDIX 1

QUESTIONNAIRE

EVALUATING P&D DIALOG: THE LINK BETWEEN PERFORMANCE AND PAY

Legenda:

*** = deleted question

® = reverse scored question Pay-for-performance perception

Scale: 1 = strongly agree 5=strongly disagree St-Onge, 2000

1. ***I feel that high performers and low performers receive a pay raise which is similar ® 2. I feel that the pay raise accurately reflects my job performance

3. I feel that if I perform better it is likely that I will get a higher pay raise

Folger & Konovsky, 1989 in Ramaswami, 2003

4. My pay raises are based upon how my performance compares with my goals 5. My pay raise is directly tied to my performance

GOAL SETTING Appropriate goals

Scale: 1=strongly agree 5=strongly disagree Challenging

6. Without the P&D goals I would be showing the same effort as I do now ® 7. The goals set for my P&D Dialog are stimulating me to work harder Realistic

Scott, 1980 In St-Onge, 2000

8. I feel that the objectives expected from me in the P&D Dialog are too high ®

9. The performance goals established for my performance appraisal period are achievable Specific

Ramaswami, 2002

10. Performance goals established for me in the P&D dialog are specific 11. I know exactly what is expected of me to achieve my P&D dialog goals 12. I know what my responsibilities are to achieve my P&D Dialog goals

Participation in goal setting

Scale: 1=strongly agree 5=strongly disagree

Teas 1981; Vroom 1964 In Ramaswami & Singh, 2003 replaced work goals for P&D Dialog goals 13. I really have little voice in the formulation of my P& D goals ®

14. I have a high degree of influence in the determination of the goals for the P&D Dialog 15. The setting of my P&D goals is pretty much within my control

16. ***My supervisor usually asks for my opinions and thoughts when determining my P&D goals PERFORMANCE APPRAISAL

Performance rating validity

Scale: 1=strongly agree 5=strongly disagree

Bias = Prejudice, vooringenomendheid, bevooroordeeld Unbiased

Jones et al., 1999 My supervisor

17. ***Allows personal motives or biases to influence performance appraisal ratings ® 18. Is influenced by things that should not be considered in his/her pay raise decision ® 19. Shows a real interest in trying to be fair in his/her pay raise decisions

20. Does not show favoritism in his/her pay raise decisions Accuracy

Jones et al., 1999

21. Uses relevant information to appraise my performance 22. Obtains accurate information about my performance

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Vest et al., 1995

23. My last performance appraisal accurately described my strengths and weaknesses Understands work

Vest et al., 1995

24. Has no idea what it takes to perform my job well ®

25. Became familiar with my performance before he conducts my performance appraisal 26. Regularly observes my work performance

Consistent application Jones et al., 1999

27. Uses consistent standards when evaluating my performance

Performance feedback

Scale: 1=strongly agree 5=strongly disagree ST-Onge, 2000

28. I feel that my supervisor spends sufficient time on giving me performance feedback Performance knowledge

Mulvey et al., 2002: (Changed bonus in performance)

29. I understand the measures used to determine my performance 30. I know what I need to do to improve my performance

31. I receive frequent performance feedback 32. I receive useful feedback about my performance Performance improvement plan

Folger & Konovsky, 1989 in Ramaswami 2003

Indicate the extent to which you agree your supervisor did each of the following during the last performance cycle:

33. Discussed plans or objectives to improve your performance

34. Asked for your ideas on what you could do to improve your performance 35. Developed an action plan to improve your future performance

REWARD SYSTEM Pay raise satisfaction

Scale 1 = very satisfied 5 = very unsatisfied Currall et al. 2005

How satisfied are you with:

36. the pay raises you received in the past 37. your most recent pay raise

Porter et al, 1990

38. your pay raise amount 39. your pay raise percentage

Scale: 1= strongly agree 5= strongly disagree To what extent do you agree:

40. ***The higher my pay raise, the more I feel valued by the company

41. I have the feeling that my pay raise is accurately reflecting my value for the company

Pay raise differences

Scale: 1= strongly agree 5 = strongly disagree ST-Onge, 2000

42. If the pay raises for high performers are higher I would work harder®

Self made

43. The differences in pay raises between high and low performers is too small®

44. The pay raise differences between high and low performers is big enough to motivate me to perform better 45. The amount of pay raise is worth it to work harder

Discrepancy expected/actual pay raise Scale: 1= strongly agree-5 = strongly disagree

46. The pay raise was less than what I expected based on my performance ® Ramaswami & Singh, 2003

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47. The size of my last pay raise was more than what I expected based on my performance 48. The pay raise given to me was the full amount I deserved based on my performance Equality of input/output ratio of others

Scale: 1= strongly agree-5 = strongly disagree

Sweeney & McFarlin, 2005

49. I think colleagues at my job level receiving a higher pay raise for their performance than I am ®

50. I feel that I deserve a higher pay raise in comparison with the pay raise people receive in other departments within Akzo Nobel ®

51. I feel that the pay raise I earn for my performance is very fair in comparison to others within the company

Pay raise communication satisfaction

Scale: 1= strongly agree-5 = strongly disagree

Appeal mechanism = possibilities for the employee to complain about pay-raise decisions

Ramaswami & Singh, 2003 My supervisor

52. Gave me the opportunity to describe my achievements and contributions before making his pay increase decision

53. Considered what I said when he made his pay increase decision Justification

Jones et al, 1999 (Replaced benefits for pay raise)

54. Explains the reason(s) for the size of my pay raise 55. Answers questions about my pay raise

56. Answers my questions about procedures that determine my pay raise 57. Lets me know about changes in pay procedures that may affect my pay raise Support

Jones et al., 1999

58. Is honest and ethical in dealing with me about my pay raise 59. Allows me to express opinions about my pay raise

Recourse possibilities ST-Onge, 2000

60. Gives me the feeling that I have the opportunity to challenge my performance appraisal results through an appeal mechanism

MEDIATORS Supervisor satisfaction

Supervisory trust

Ramaswami & Singh, 2003 (simplified the statements)

61. How free do you feel; “ to discuss the problems and difficulties in your job with your supervisor without him/her jeopardizing your position or having it held against you later?

62. How much trust do you have: “that your supervisor makes decisions that are in the interest of you and other employees?”

63. Indicate the extent that you agree with the following statement: “I have trust and confidence in my supervisor regarding his or her general fairness

Supervisory support Jones et al., 1999 My supervisor

64. Represents my pay interests to higher management 65. Is concerned about the amount of pay raise I receive

66. Backs me up when he/she feels I have legitimate complaint about my pay raise

Job satisfaction

Lucas et al. 1987

67. My job is satisfying 68. My job is exciting

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69. I’m really doing something worthwhile in my job 70. The work I perform gives me a sense of achievement

OUTCOMES Motivation

Intrinsic reward = the work itself gives you pleasure, makes you experience a sense of competence or self- determination

Extrinsic reward = the financial, material and social reward

Yan and Li, 1999 (splitted a question in two 74 and 74 and made question 76 positive)

71. I feel quit motivated through the current P&D Dialog and the related salary increases, I get what I need from it 72. I would like to do my best in my work

73. My current job is one of the most important thing for me 74. I am inspired by the intrinsic reward from the job 75. I am inspired by the extrinsic reward from the job 76. I am not worried about the future of my job

Commitment

Mowday, Steers and Porter 1979 in Ramaswami & Singh, 2003

77. I am wiling to put in a great deal of effort beyond what is normally expected to help Akzo Nobel to be successful

78. I talk about Akzo Nobel to my friends as a great place to work

79. ***I would accept almost any type of job assignment in order to keep working for Akzo Nobel 80. I am proud to tell others that I am working for Akzo Nobel

81. I am extremely glad that I chose Akzo Nobel to work for, over others before I decided to join 82. I really care about the future of Akzo Nobel

Opportunistic behavior

Jaworski and MacInnis, 1989 In Ramaswami & Singh, 2003

83. I sometimes tend to ignore certain job-related activities simply because they are not monitored by my supervisor

84. When my performance is inconsistent, I have tried to make it appear consistent

85. When presenting data to my supervisor, I generally try to emphasize data that highlights positive results in my work

86. When presenting data to my supervisor, I generally try to avoid being the bearer of bad news 87. ***I work on unimportant activities simply because they are evaluated within my P&D Dialog 88. I have adjusted data to make my performance appear more in line with my P&D goals

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APPENDIX 2

three lowest valued constructs three highest valued constructs

Means, Standard deviations, Scale reliabilities No max level reached

N= 66

Max level reached N=63

M SD M SD I Alpha

Pay-for-performance perception 3,34 ,76 2,70 ,65 4 .83

Appropriate goals 3,32 ,33 3,35 ,40 7 .62

Participation in setting goals 3,75 ,66 3,74 ,63 3 .72

Performance rating validity 3,60 ,53 3,52 ,46 11 .85

Performance feedback 3,29 ,59 3,26 ,64 8 .87

Pay raise satisfaction 3,09 ,79 2,83 ,70 5 .87

Pay raise differences - - - - 4 .35

Positive discrepancy expected/actual pay raise 2,76 ,65 2,39 ,67 3 .73 Negative discrepancy expected/actual pay raise 3,00 ,86 3,37 ,81 2 .80 Equality of input/output ratio of others 3,02 ,70 2,91 ,67 3 .76 Pay raise communication satisfaction 3,35 ,60 3,24 ,57 9 .87

Supervisor satisfaction 3,62 ,67 3,38 ,59 6 .86

Job satisfaction 4,05 ,56 3,87 ,55 4 .90

Commitment 3,83 ,48 3,66 ,52 5 .80

Motivation 3,65 ,52 3,46 ,45 6 .66

Opportunistic behaviour 2,20 ,60 2,17 ,53 5 .72

Years in present function 2,9 6,3 7,9 2,2 - -

Years at Akzo Nobel 10,7 8,2 23,7 7,5 - -

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APPENDIX 5

Appendix 5A: Regression results of antecedents on pay-for-performance perception, supervisor satisfaction (and job satisfaction )

(Salary position <100%)

Predictor variables Criterion variables

Pay-for-performance perception

Supervisor satisfaction

B ∆R² B ∆R²

Antecedents

Appropriate goals .56* .11

Performance rating validity .73*** .43

Pay raise satisfaction .24* .25

Positive discrepancy expected/actual pay raise

.28* .05 .21* .05 Model summary

R square .41* .48*

Adjusted R² .38 .46

Correlation is significant at * 0.05 level / ** 0.01 level / *** 0.001 level

Appendix 5 B: Regression results of mediators on pay-for-performance perception (Salary position <100%)

Predictor variables Criterion variable

Pay-for-performance perception

B ∆R²

Mediators Job satisfaction

Supervisor satisfaction .46*** .21***

Model summary

R square .21***

Adjusted R² .20

Correlation is significant at * 0.05 level / ** 0.01 level / ***0.001 level

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APPENDIX 6

Appendix 6 A: Regression results of antecedents on pay-for-performance perception, supervisor satisfaction and job satisfaction (Salary position =>100%)

Pay-for-performance perception

Supervisor satisfaction

Job Satisfaction

B ∆R² B ∆R² B ∆R²

Control variables

Salary level .19* .07

Antecedents

Performance rating validity -.34* .05 .75*** .61 .46*** .18 Pay raise satisfaction .57*** .29

Positive discrepancy expected/actual pay raise

.25** .05

Communication satisfaction .33*** .11

Model summary

R square .34* .77** .25***

Adjusted R² .32 .76 .23

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APPENDIX 7

Appendix 7A: Regression results of pay-for-performance perception on outcomes (Salary position <100%)

Predictor variable Criterion variable

Commitment

B ∆R²

Criterion variable

Pay-for-performance perception .29** .13 Model summary

R square .13**

Adjusted R² .12

Appendix 7 B: Regression results of antecedents on outcomes (Salary position <100%)

Commitment Motivation

B ∆R² B ∆R²

Antecedents

Appropriate goals .44** .15 Performance feedback .31** .14

Model summary

R square .14** .15**

Adjusted R² .13 .14

Appendix 7 C: Regression results of mediators on outcomes (Salary position <100%)

Commitment Motivation

B ∆R² B ∆R²

Antecedents

Supervisor satisfaction .28** .10 .50*** .05

Job satisfaction .42*** .22 .17* .39

Model summary

R square .32** .44*

Adjusted R² .29 .38

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APPENDIX 8

Appendix 8A: Regression result pay-for-performance perception on outcomes (Salary position =>100%)

Predictor variable Criterion variable Opportunistic behaviour

B ∆R²

Control variables

Salary class -.37* .10 Criterion variable

Pay-for-performance perception Model summary

R square .10*

Adjusted R² .08

Appendix 8B: Regression results antecedents on outcomes (Salary position >=100%)

Commitment Motivation Opportunistic behaviour

B ∆R² B ∆R² B ∆R²

Control variables

Salary level -.28* .10

Antecedents

Performance rating validity .42*** .21 -.43** .11

Performance feedback Positive discrepancy expected/actual pay raise

.19* .06 .29** .09

Equality of input/output ratio -.23** .11

Model summary

R square .11** .27* .30**

Adjusted R² .09 .24* .26**

Appendix 8C: Regression results mediators on outcomes (Salary position =>100%)

Commitment Motivation Opportunistic behaviour

B ∆R² B ∆R² B ∆R²

Control variables

Salary class -.30* .10

Antecedents

Supervisor satisfaction -.26* .18

Job satisfaction .33** .15 .53*** .33

Model summary

R square .15** .33*** .18*

Adjusted R² .13 .32 .15

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APPENDIX 9

Comments on questionnaire 9 A Comparison with others

− It is not possible to answer questions about the different levels of salary increases for other employees if you don't know them!

− Many questions were "in comparisons with your colleagues", while in general you don't know in detail if they get more or less raise as this is not open information.

− there are quite some questions for which I would have liked to answer " I do not know" (for example: I have no idea about salary raise of colleagues => I cannot compare)

− To answer questions related to comparison of pay raise and salaries is difficult; it is our culture to NOT talk about our salary with colleagues

− No knowledge about colleagues

9 B Development

− Motivation comes from factors other then pay, pay raise etc. (such as: working climate, job content, appreciation, fairness, opportunities etc). This has become obvious from many surveys.

It is a pity that this questionnaire is focussing on pay & pay raise which according to me (and the many surveys) are not the key motivators.

− Highly motivated employees are a key success factor for a company. This can be created by offering them a challenging job with good payment and development possibilities. This is much more than 5 goals in a P&D dialog. Further, the company should stimulate and create job rotation (cross BU) on a much higher level.

− Calling a duck a dog doesn't change anything. Develop more tools for Job rotation especially for 50+ I don't believe that the sum of all improved individual goals lead to an overall higher business performance. After all it is team work. If you are working in the Netherlands act Dutch.

− For me as a person the personal development, career prospects (if any) are at this stage more important than pay rise. I hope HR does not focus on pay-rise alone.

− It would be interesting to see the broader perspective of rewarding also reflected in the survey.

This survey is primarily focused on payment but more and more the rewarding in terms of development, training etc becomes important.

− The result of this response is influenced by question no. 23 and a lack of opportunities/possibilities in the functional area to move to other positions within PC or other AN- BU's in the recent past and near future.

No connection performance and pay

− For years in a row a got the highest appraisal and only last year I got a half month salary bonus, not a pay raise; so I really do not see the connection between P&D dialog and pay raise.

− Being at the max. of salary scale, most of the questions do not make sense; pay rise is the outcome of negotiations between employer and unions. At lot of questions appear twice and I have the feeling I am treated like an idiot. The P&D dialog outcome also enables to give pay decrease, this is not highlighted. Given the inflation and the pay raises I get my salary is decreasing every year in real terms. For me as a person the personal development, career prospects (if any) are at this stage more important than pay rise. I hope HR does not focus on pay-rise alone.

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− I reached the max. level of my salary scale about 13 or 14 years ago. Since then salary always stayed on 100% of the same scale. I always performed good and reached my goals but all these years it was not possible to discuss raise above 100% or even moving to the next scale. I grew in the job and have changed to functions with higher responsibility but also this never effected my salary.

− I have never had pay raise after P&D Dialog since introduction of P&D dialog though working hard and performing well it does not effect my salary, PDD did not change that.

− Glad to fill in this questionnaire in that it reveals the impotence of the PDD-system when it comes to top-of scale employees. Being top of scale and receiving no salary rise in spite "exceeding expectations" left me extremely pissed off. Even a one-time payment (as opposed to a structural raise) would have made me proud to tell my wife about it. When I expressed my frustration I was told "top-of-scale - that's life". The whole thing was decided in advance and nothing I could have said or done could have changed it. I didn't even know there was an appeals procedure - I now want to appeal retrospectively!

− Why are there so many questions about the pay raise and not the level of payment? I am at the top of my salary scale so I don't receive a raise any more. Therefore the answers to these questions are rather negative

Dependent on others/political issues

− P&D is a nice TOOL, but you will always be dependent one your direct manager. Kind regards

− The reason why the P&D dialog does not challenge me is because in my case the objectives at the start of the year do not reflect the true expectations of my management during the year.

− I expect no positive results from this questionnaire. The local organization rewards employees on their "own" way. Of course the Dialog will be used but not in a a fair way. I think that the PDD Dialog is not a good instrument for our local organization.

− Last salary raise (standard) was not in line with performance appraisal (exceeding). In the questionnaire the role of the supervisor is emphasized. Higher management also is influencing the appraisal.

Anonymity

− How do you intend to keep this anonymous given the questions 17 & 18? The combination should make it very simple to guess who is answering.

− question 17 to 23 not answered correctly, as this questionnaire should be anonymous.

− Personally I don't have a problem with it but if you really want to execute this survey anonymous, than don't ask questions like which BU, how long in current job, how long in the company, what is the current grade, did you reach max salary etc. regards, Johan

− Have missed Not Applicable as an option as not all questions did apply to me. The questionnaire is supposed to be anonymous; the questions 17 - 23 make it pretty traceable. Therefore I have not been too accurate there.

Diverse

− If not sufficient information is available to give an objective answer, there has to be the option to give no answer instead of making all fields mandatory. The result of this survey is becoming less accurate then.

− If the supervisor has no sufficient information about certain details, how can he give sufficient information to his team?

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− As a project leader people report to you. This demands management skills. This is internally not visible and recognised. A line manager is traditionally better 'extrinsic rewarded'.

− It would be better to do this questionnaire in dutch. This was more time consuming and it could be that questions are misuntherstood.

− For a significant number of questions I didn't know what to answer as I didn't experience the situation described and couldn't hypothesize the situation to come up with an answer. A tickbox marked "don't know/not applicable" would have been nice.

− It is my opinion that for the TDM position, my job, the fact having yes or no an academical title plays a too big role in setting the salary scale and not the actual performance.

− To me P&D dialog goals are such a small part of my day to day job that I feel it would be unfair to only look at those goals when judging my performance. In that respect it feels somewhat silly to have this whole system set-up to only look at a small portion of my performance. I am afraid this is a general flaw in the system, something that other people experience too. SMART targets intrinsically are so specific that they can only cover a small part of a persons workload. Hence P&D targets will always cover just a small portion of a persons job.

− P & D is a tool to bring structure, which favours it. The daily activities/work, put attention for the P

& D objectives in the shadow. e.g. get less priority.

− I don't understand what PD&D is that better instrument for judgement and devolopment. We had a better system before. Do what you have to do and do it on the right way. And do not couple PD&D on the

− Please note that my evaluation is based on my experience within Organon and my previous role in that organization. It is not a reflection on my current activities within Polymer Chemicals, since I'm working here for 1 week by now.

− May be I am not the most useful person to let fill out this questionnaire. The reason is that I will retire next year and my expectations regarding salary raises were not high the last few years.

The bonuses I received were a good compensation and gave me the feeling that my work was highly appreciated. So in general I am satisfied.

− It is clear for me how salary raises are related to performance as long as you stay within your current salary group. It is NOT clear how it is related to making a step in salary group. For some questions I don't know the answer but you are forced to give one.

− I had a change of manager past october so it is difficult to judge the current manager's actions wrt P&D.

− This questionnaire is phased too early, should be distributed after june after possible salary increase.

− Please don't let the american way of live not became the European one. Be social, like Akzo was before !!!!

− The detailed questions on salary raise expect that you already know in every detail what raise you would get in April, which I learned will be explained in your salary letter you receive in March.

Although, because of this questionnaire, I asked it already to my supervisor who answered satisfactory, but this seems not to be the generale rule in my organization.

− I was not able to give the answer "not relevant/I don't know" which sometimes is really the case, so then you have to tick the "somewhat agree/disagree" button.

− PDD is a good method to measure the performance of people, but it is not a social way.

Sometimes you need to talk instead of setting cross marks. A good discussion needs to be done.

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APPENDIX 3

Correlation matrix (Salary position <100%)

* Correlation is significant at the 0.05 level (1-tailed).

** Correlation is significant at the 0.01 level (1-tailed).

2 3 4 5 6 7A 7B 8 9 10 11 12 13 14 15 16 17 18

1. Pay-for-performance

perception ,42(**) ,26(*) ,44(**) ,47(**) ,50(**) ,50(**) -.44** ,39(**) ,48(**) ,46(**) -,01 ,36(**) ,17 ,17 -,20 -,03 -,17 -,03 2. Appropriate goals 1 ,29(**) ,53(**) ,57(**) ,18 ,13 -.13 ,21(*) ,46(**) ,34(**) ,19 ,25(*) ,39(**) ,07 ,07 -,11 -,05 -,10 3. Participation in goal

setting 1 ,20 ,05 ,33(**) ,11 -.12 ,31(**) ,20 ,12 ,05 ,06 ,12 -,04 ,25(*) ,11 -,10 ,12

4. Performance rating

validity 1 ,73(**) ,38(**) ,32(**) -.38** ,58(**) ,62(**) ,65(**) ,10 ,24(*) ,18 ,07 ,04 -,04 ,02 ,08

5. Performance feedback 1 ,37(**) ,34(**) -.37** ,46(**) ,66(**) ,62(**) ,04 ,37(**) ,26(*) ,16 -,05 -,16 -,00 -,12

6. Pay raise satisfaction 1 ,65(**) -.65** ,55(**) ,41(**) ,32(**) -,09 ,25(*) ,09 ,14 -,02 ,15 ,10 -,08

7A. Positive discrepancy

expected/actual pay raise 1 -.96** ,55(**) ,33(**) ,42(**) -,10 ,25(*) ,20 ,08 -,06 ,16 ,04 -,12

7B. Negative discrepancy

expected/actual pay raise -.57** -.34** -.45** .08 -.25* .20 -.08 -.05 -.14 -.11 .08

8. Equality of input/output

ratio 1 ,49(**) ,45(**) ,07 ,17 ,20 -,05 -,03 ,05 ,16 ,13

9. Communication

satisfaction 1 ,57(**) -,02 ,21(*) ,19 -,05 ,05 -,10 ,02 ,03

10. Supervisor

satisfaction 1 ,08 ,35(**) ,27(*) ,12 -,09 ,04 ,00 -,09

11. Job satisfaction 1 ,47(**) ,63(**) -,00 -,06 ,00 ,10 ,02

12. Commitment 1 ,52(**) ,16 -,11 -,05 -,13 -,22(*)

13. Motivation 1 -,07 -,06 -,07 ,06 ,02

14. Opportunistic

behaviour 1 -,25(*) ,00 -,08 -,24(*)

15. Business Unit 1 -,09 -,05 ,08

16. Years in function 1 ,38(**) ,00

17. Years at Akzo Nobel 1 ,17

18. Salary class 1

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APPENDIX 4

Correlation matrix ( Salary position =>100%)

2 3 4 5 6 7A 7B 8 9 10 11 12 13 14 15 16 17 18

1. Pay-for-performance

perception -,00 ,00 -,09 -,01 ,54(**) ,35(**) -.37** ,27(*) ,09 ,14 ,04 -,17 ,24(*) ,09 ,16 -,11 -,09 -,13

2. Appropriate goals 1 ,44(**) ,42(**) ,29(*) -,02 -,17 .22* -,05 -,03 ,29(*) ,17 ,01 ,20 -,15 ,40(**) ,03 -,15 ,09

3. Participation in goal

setting 1 ,38(**) ,18 ,03 -,08 .17 -,03 ,00 ,15 ,20 ,02 ,08 -,10 ,27(*) -,22(*) -,19 ,07

4. Performance rating

validity 1 ,69(**) ,25(*) ,14 .08 ,01 ,52(**) ,78(**) ,47(**) ,16 ,46(**) -

,38(**) ,26(*) -,01 -,02 ,21

5. Performance feedback 1 ,28(*) ,30(**) .16 ,07 ,49(**) ,65(**) ,36(**) ,03 ,42(**) -,09 ,32(**) ,05 ,03 ,14

6. Pay raise satisfaction

1 ,68(**) -.64

** ,50(**) ,43(**) ,43(**) ,05 -,25(*) ,33(**) -,03 ,09 -,15 -,03 -,05 7A. Discrepancy

expected/actual pay raise 1 -.95** ,55(**) ,36(**) ,43(**) ,05 -,11 ,30(**) ,26(*) ,09 ,09 ,03 ,00

7B. Negative discrepancy

expected/actual pay raise 1 -.54** -.22* -.24* -.02 .15 -.27* -.40** .01 -.01 .05 .20

8. Equality of input/output

ratio 1 ,22(*) ,24(*) -,10 -

,33(**) ,01 ,09 -,02 -,03 -,11 -,10

9. Communication

satisfaction 1 ,69(**) ,16 -,22(*) ,31(**) -,27(*) ,05 -,05 -,05 ,10

10. Supervisor

satisfaction 1 ,32(**) -,05 ,36(**) -

,34(**) ,20 ,03 -,01 ,20

11. Job satisfaction 1 ,38(**) ,58(**) -,24(*) ,02 ,00 -,11 ,26(*)

12. Commitment 1 ,28(*) ,10 -,03 -,04 -,07 ,19

13. Motivation 1 -,02 ,03 ,13 ,06 ,18

14. Opportunistic

behaviour 1 ,11 ,07 ,08 -

,31(**)

15. Business Unit 1 ,06 -,01 -,11

16. Years in function 1 ,50(**) -,10

17. Years at Akzo Nobel 1 ,01

18. Salary class 1

* Correlation is significant at the 0.05 level (1-tailed).

** Correlation is significant at the 0.01 level (1-tailed).

8 APPENDIX 5: Regression results pay-for-performance perception (salary position &lt;100

8 APPENDIX 5: Regression results pay-for-performance perception (salary position <100