Pay transparency as a performance lever in commission-driven property firms: A qualitative study from South Africa

Abstract

Orientation: This study explores how pay transparency influences employee job performance within commission-driven environments in the South African property industry.
Research purpose: How pay transparency influences employee job performance in commission-driven environments in the South African property industry.
Motivation for the study: Pay secrecy undermines motivation and discretionary effort, particularly in commission-based roles.
Research approach/design and method: A qualitative, interpretivist case study design was employed. Semi-structured interviews were conducted with 15 participants comprising senior managers and property managers from three Johannesburg-based Real Estate Investment Trusts operating in the student accommodation sector. Data were analysed using reflexive thematic analysis.
Main findings: The findings reveal that pay transparency enhances job performance by clarifying effort–reward linkages, enabling self-regulation and reducing performance uncertainty.
Practical/managerial implications: Organisations should prioritise procedural clarity, transparent performance criteria and ongoing communication to leverage pay transparency as a performance management tool.
Contribution/value-add: This study provides rare qualitative evidence from a Global South, commission-based industry, addressing a significant gap in pay transparency literature.