There are significant gaps in the study on performance-based evaluation and performance-based pay systems in retail companies, mainly in Wal-mart Corporation. The findings of the study suggest various avenues for the future. A study by Bidwell et al. (2013, p. 78) explored the factors which affect wage setting like the organization features, role, and employee and the attribute of the hourly wage differences in the retail companies. Although various studies have been conducted and reviewed on the impacts of performance evaluation and performance-based pay system, the studies have not evaluated occupational segregation to satisfactory hence further research is needed to evaluate the satisfaction of performance-based pay on the employees. Some issues in the labor market in occupational segregation and job structuring roles can result in gender pay gaps. This gap is realized from gender disparity in primary pay rates and reduced access to promotions, wages, professional enhancement opportunities, and training. Performance-based pay and reimbursement of compensations and bonuses and on-job training activities are minimized on feminine occupational abilities. This indicates that studies have not fully explored the impacts of performance-based pay on female employees; hence, further studies are required to explain the variations of performance-based pay system effects on employees of different genders. This is because female employees should be considered in the performance-based pay systems as women experience resistance in society when they focus on competing with men for various positions through their hard work.
The study findings hint that incentive systems can affect the subjective value that individuals attain from different social interactions. The quality of social interactions is essential for the psychological well-being of the employees. Various individuals indicate that spending quality time with friends and family contributes to the well-being of employees. From these findings, future research should focus on evaluating the downstream impacts of performance incentives on the employees’ well-being. For instance, performance incentive workers can invest their effort and time in interacting with work relationships and derive a high level of satisfaction from other family and friend related interactions. However, studies should evaluate the strategic form of socializing and networking as it can be dysfunctional for employee well-being unless the employee has a genuine liking for their colleagues. Workers who were compensated and paid based on their performance depicted great happiness from socializing with their friends and families than with their colleagues. This indicates that further studies should be carried out to evaluate the impacts of employee interactions with their families and friends.