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PurposeThe purpose of this paper is to examine the effects of two key team‐based pay characteristics – namely reward allocation procedures (i.e. reward based on norms of equity, equality or some combination of the two) and incentive intensity – on both the amount and type of help given to one another among members of outcome‐interdependent teams.Design/methodology/approachA total of 180 undergraduate students participate in a laboratory simulation with a 2 × 3 experimental design. Servicing virtual "clients," participants receive pre‐scripted requests for assistance from anonymous teammates. ANOVA and hierarchical regression analyses are used to test the hypotheses.FindingsRelative to equity‐oriented group‐based pay structures, equality‐oriented pay structures are found to be associated with both significantly more help giving in general and more of the type of help likely to enhance group‐level competencies (i.e. autonomous help). Incentive intensity strengthens the effects of reward allocation on the amount (but not the type) of help giving.Research limitations/implicationsWhile the short time frame of the simulation poses a significant threat to external validity, the findings suggest that team‐based compensation practices may provide organizational leaders with an important tool by which to shape critical, helping‐related team processes, with potentially important implications for both team learning and performance.Practical implicationsManagers interested in promoting capacity‐building and helping among team members should avoid allocating team rewards strictly on the basis of the individual contribution.Originality/valueThis paper provides the first empirical findings regarding how alternative modes of team‐based reward distribution may influence key group processes among members of outcome interdependent teams.

Retirement is a field of growing interest in both the public and the private sectors. Given the aging workforce in Western countries, understanding the factors that contribute to an employee's decision to retire is an area of increasing interest to political, economic, social, and organizational scholars. Most retirement studies concentrate on a narrow set of factors, examining their impact on retirement in isolation of the broader context. Drawing from public management theory, and based on theories of person–organization fit (POF), we examine whether and when private and public personnel differ in their retirement decision. Findings indicate that previously shown relationships between individual-level financial status and the decision to retire are contingent on employment sector. The results of this research extend knowledge regarding the normative influence of mechanisms driving retirement and demonstrate the broader implications of sector on retirement decision-making.