In this paper, we review the literature on pay variation (e.g., pay dispersion, pay compression, pay range) in organizations. Pay variation research has increased markedly…
In this paper, we review the literature on pay variation (e.g., pay dispersion, pay compression, pay range) in organizations. Pay variation research has increased markedly in the past two decades and much progress has been made in terms of understanding its consequences for individual, team, and organizational outcomes. Our review of this research exposes several levels-related assumptions that have limited theoretical and empirical progress. We isolate the issues that deserve attention, develop an illustrative multilevel model, and offer a number of testable propositions to guide future research on pay structures.
The purpose of this paper is to make a comparative assessment of the relationship between types of pay plans and several workforce‐level outcomes in 214 organizations. The plans include pay that is skill‐based, job‐based, and market‐based. The types of workforce‐level outcomes include workforce flexibility, attitudes, membership behaviors, and productivity. The paper also assesses the relationship between the success of pay plans and workforce productivity/membership behaviors.
Survey data from 214 organizations are used to test the hypothesized relationships using hierarchical regression analysis and partial least square techniques.
Results support a significant and positive relationship between skill‐based pay plans, workforce flexibility, and workforce attitudes. Skill‐based pay plans, when compared with market‐based pay plans, are found to positively relate to workforce membership behaviors, and workforce attitudes mediate this relationship. Similarly, workforce flexibility mediates the positive relationship between skill‐based plans and workforce productivity. The success of skill‐based plans depends on significant improvements in workforce productivity and membership behaviors. The fit between the pay plan and the facility's climate/culture moderates the relationship between workforce productivity and the pay plan's success.
The results indicate that skill‐based pay plans are superior for achieving several organizational and employee outcomes. The authors discuss the implications of these results for research and practice.
Limited comparative empirical evidence exists on the effects of different types of pay systems on organizational outcomes. The paper seeks to address this gap.
The strategic management of human resources (HR) has been one of the most rapidly growing areas of research within human resources. In the last decade, there have been…
The strategic management of human resources (HR) has been one of the most rapidly growing areas of research within human resources. In the last decade, there have been numerous empirical examinations and theoretical treatments of the link between HR and firm performance. In this paper, we review this empirical and conceptual literature and highlight areas of agreement and those that need further development. We then begin the process of building a conceptual framework based on this review and the extensive employment systems literature. Using our framework, we then discuss several methodological concerns that must be addressed for continued substantive research to proceed. We conclude with our suggestions for future empirical and conceptual work.
Research on employee mobility has proliferated in the past four decades across four research traditions: Economics, sociology, management, and organizational…
Research on employee mobility has proliferated in the past four decades across four research traditions: Economics, sociology, management, and organizational behavior/human resource management. Despite significant overlap in interest and focus, these four streams of research have evolved independent from each other, resulting in a structural divide. We provide a detailed account of the research on employee mobility and the structural divide across disciplines. We document that the payoff from this profusion of research and increasing interest has been disappointing, as reflected in the limited number of cross-disciplinary citations, even among common topics of interest. However, our analysis also provides some encouraging signs in the form of specific journals and individuals who provide a bridge for cross-disciplinary fertilization.
We extend emotional-labor research by developing a time-based theory of the effects of emotion regulation in emotional-labor performance. Drawing on Gross's (1998a…
We extend emotional-labor research by developing a time-based theory of the effects of emotion regulation in emotional-labor performance. Drawing on Gross's (1998a) process model, we argue that antecedent- and response-focused regulatory styles can be used to make differential predictions about outcomes such as performance, health, and antisocial behavior and that these effects differ in shorter- and longer-time windows. We discuss the theoretical implications and address the strengths and limitations of our approach.
The purpose of this paper is to demonstrate the influence of two different facets of pride – authentic and hubristic – on helping.
Hypotheses were tested combining an experimental vignette study (n=75) with correlational field research (n=184).
Results reveal that hubristic pride is associated with lower levels of intended helping compared with authentic pride when experimentally induced; further, trait hubristic pride is negatively related with helping, whereas trait authentic pride is positively related to helping, while controlling for alternative affective and cognitive explanations.
The use of vignettes and self-reports limits the ecological validity of the results. But when considered in combination, results provide important indications on how helping can be fostered in organizations: by emphasizing successes and the efforts that were necessary to achieve them.
The results highlight the differential effects of discrete emotions in organizations.
M. Ronald Buckley holds the JC Penney Company Chair of Business Leadership and is a professor of management and a professor of psychology in the Michael F. Price College of Business at the University of Oklahoma. He earned his Ph.D. in industrial/organizational psychology from Auburn University. His research interests include, among others, work motivation, racial and gender issues in performance evaluation, business ethics, interview issues, and organizational socialization. His work has been published in journals such as the Academy of Management Review, Personnel Psychology, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and the Journal of Management.