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Book part
Publication date: 1 July 2014

Samantha A. Conroy, Nina Gupta, Jason D. Shaw and Tae-Youn Park

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…

Abstract

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.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78350-824-2

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Book part
Publication date: 6 August 2018

Christian Belzil, Michael Bognanno and François Poinas

This chapter estimates a dynamic reduced-form model of intra-firm promotions using an employer–employee panel of over 300 of the largest corporations in the United States in the…

Abstract

This chapter estimates a dynamic reduced-form model of intra-firm promotions using an employer–employee panel of over 300 of the largest corporations in the United States in the period from 1981 to 1988. The estimation conditions on unobserved individual heterogeneity and allows for both an endogenous initial condition and sample attrition linked to individual heterogeneity in demonstrating the relative importance of variables that influence promotion. The role of the executive’s functional area in promotion is considered along with the existence and source of promotion fast tracks. We find that while the principal determinant of promotions is unobserved individual heterogeneity, functional area has a high explanatory power, resulting in promotion probabilities that differ by functional area for executives at the same reporting level and firm. No evidence is found that an executive’s recent speed of advancement in pay grade has a positive causal impact on in-sample promotions after conditioning on the executive’s career speed of advancement, except for the lowest level executives the data. Fast tracks appear to largely result from heterogeneity in persistent individual characteristics, not from an inherent benefit in recent advancement itself.

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Transitions through the Labor Market
Type: Book
ISBN: 978-1-78756-462-6

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Article
Publication date: 31 May 2022

Vathsala Wickramasinghe

The purpose of this paper is to investigate the determinants of pay satisfaction of executive-level employees in public sector of Sri Lanka, which follows an open pay system.

Abstract

Purpose

The purpose of this paper is to investigate the determinants of pay satisfaction of executive-level employees in public sector of Sri Lanka, which follows an open pay system.

Design/methodology/approach

The perceptions of equity, love of money, justice and seven individual and socio-demographic characteristics were investigated as the determinants of pay satisfaction. The survey methodology is used for data collection.

Findings

The findings showed equity, love of money, justice, the years of work experience in public sector, the number of income earners in the family and the number of dependents in the family as the significant predictors of pay satisfaction. Gender is identified as a significant predictor of love of money.

Originality/value

This study investigated the dynamics of pay satisfaction in a novel research context – i.e. public sector, an open pay system, gender equality in the pay system and an Asian developing country.

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Journal of Asia Business Studies, vol. 17 no. 3
Type: Research Article
ISSN: 1558-7894

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Article
Publication date: 10 September 2018

Konrad Kulikowski

Research on the relationship between pay for individual performance (PFIP) and work engagement (WE) is limited. The purpose of this paper is to present a model outlining a…

1746

Abstract

Purpose

Research on the relationship between pay for individual performance (PFIP) and work engagement (WE) is limited. The purpose of this paper is to present a model outlining a threefold association between PFIP and WE: a direct association, an indirect association via pay satisfaction and a joint indirect association via pay level and pay satisfaction.

Design/methodology/approach

Structural equation modeling and bootstrapping procedures were used to test hypotheses with regard to these associations based on data obtained from two independent studies: the author’s own research project, and the European Work Conditions Survey 2015.

Findings

In both studies, the author found the hypothesized direct association between PFIP and WE; indirect association between PFIP and WE via pay satisfaction; and a joint indirect association between PFIP and WE via pay level and pay satisfaction.

Research limitations/implications

Given its limited cross-sectional design, future longitudinal research in this area is needed to test the model of relations presented in this paper.

Practical implications

The association between PFIP and WE is weak, and partially mediated by pay satisfaction; thus, it seems that to promote WE, it is not solely sufficient to introduce PFIP into remuneration systems, but that, in addition, PFIP should be aligned with employee pay expectations.

Originality/value

This study contributes to the career development literature by proposing and initially testing a model describing the three ways PFIP may be related to WE, one of the most crucial factors in achieving career success.

Details

Career Development International, vol. 23 no. 4
Type: Research Article
ISSN: 1362-0436

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Book part
Publication date: 26 August 2010

Mark P. Brown, Jonathon R.B. Halbesleben and Anthony R. Wheeler

In an era of increasing demand for healthcare coupled with decreasing availability of highly skilled healthcare professionals, healthcare administrators are increasingly concerned…

Abstract

In an era of increasing demand for healthcare coupled with decreasing availability of highly skilled healthcare professionals, healthcare administrators are increasingly concerned with how they might recruit and retain talent. Increasingly, they are focusing on compensation strategies to support their recruitment and retention objectives. This article investigates the organizational efficiency and financial performance implications for hospitals of using a hybrid relative wage strategy to compensate their nursing professionals. Considering three types of nursing professionals, registered nurses (RNs), licensed practical nurses (LPNs), and nurse assistants (NAs), we investigated the effectiveness of paying market leading wages to higher skilled nurses and market lagging wages to lower skilled nurses. On the basis of prior utility analyses of the importance of pay practices at particular organizational levels, we hypothesize positive performance consequences as a result of pursuing these relative wage strategies. Using data from 352 short-term stay acute care hospitals in California, we found that a lead pay policy among RNs and a lag pay policies among LPNs and NAs were associated with higher Return on Assets (ROA) (i.e., financial performance) and shorter Average Length of Stay (ALOS) (i.e., organizational efficiency).

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Strategic Human Resource Management in Health Care
Type: Book
ISBN: 978-1-84950-948-0

Article
Publication date: 13 July 2015

Ernestine Ndzi

The purpose of this paper is to investigate the nature of advice that the remuneration consultants offer to the companies on executive pay. It explores how the advice offered…

838

Abstract

Purpose

The purpose of this paper is to investigate the nature of advice that the remuneration consultants offer to the companies on executive pay. It explores how the advice offered affects the level of executive remuneration. Furthermore, it investigates whether the nature of advice offered forms part of the reasons why remuneration consultants have been criticised to be correlated with high executive pay.

Design/methodology/approach

This paper analysis the data obtained from interviewing remuneration consultants from prominent consultancy firms that operate in the UK and the USA.

Findings

This paper demonstrates that remuneration consultants’ advice on executive remuneration is not always objective. The nature of advice depends on whether the consultants have a balance of portfolio of companies (self-interest) or whether they have the courage to stand up to confrontations from the executives (fear of executives). This study shows that the purpose of using remuneration consultants in advising on executive remuneration is defeated. Also, the practice pushes up pay levels.

Research limitations/implications

The research focused on large consultancy firm operating in the UK and/or the USA. Access to the participants was very difficult due to their busy schedules.

Practical implications

This paper demonstrates the effect that lack of best practice on benchmarking is partly responsible for the high executive pay levels.

Social implications

This paper will inform companies on the nature of advice that remuneration consultant’s offer and its effect on pay levels. Secondly, it will provide the shareholders with vital information they require to vote on remuneration policy in the annual general meeting.

Originality/value

This paper demonstrates the effect that lack of best practice on benchmarking is partly responsible for the high executive pay levels. This paper will inform companies on the nature of advice that remuneration consultant’s offer and its effect on pay levels. Secondly, it will provide the shareholders with vital information they require to vote on remuneration policy in the annual general meeting. Lastly, it informs policymakers on the grey areas of practice that requires best practice.

Details

International Journal of Law and Management, vol. 57 no. 4
Type: Research Article
ISSN: 1754-243X

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Article
Publication date: 1 January 2006

Shawn M. Carraher, Jane Whitney Gibson and M. Ronald Buckley

This study aims to examine the extent to which the demographic and work‐related variables of educational level, gender, age, salary level, organizational tenure, and union…

7497

Abstract

Purpose

This study aims to examine the extent to which the demographic and work‐related variables of educational level, gender, age, salary level, organizational tenure, and union membership are useful predictors of satisfaction with pay level, benefits, raises, and the structure/administration of a compensation system. These variables have previously been utilized in the prediction of satisfaction with pay levels, but have not been tested as useful predictors of the other three dimensions of compensation satisfaction.

Design/methodology/approach

This study used multiple regression analyses and samples of 423 employees in the USA with a 63 percent response rate and 519 employees in the Baltics with a 73 percent response rate.

Findings

It was found that not all of the variables are equally useful predictors of each of the four dimensions of compensation satisfaction and that differential prediction is occurring among the four dimensions and across the two world regions. Surprisingly, it was found that in seven of the eight analyses the strongest predictor of satisfaction with the four dimensions of compensation satisfaction is job tenure, while actual compensation level, which was expected to be the strongest predictor, was found to be quite weak.

Research limitations/implications

A major weakness is that all of the data were self‐reported. Ideally the demographic and work‐related variables would have been collected directly from the organization in addition to being collected from employees. A second limitation is that the characteristics of the present sample may limit the generalizability of the results. An inordinate number of the subjects were unionized, female, and married. The major implication is that the paper supports the differential prediction for various dimensions of compensation satisfaction and for the need to explore for additional variables that can account for significant proportions of the variance in these dimensions.

Originality/value

The paper is the first of its kind to examine in a single or cross‐cultural setting the relationship between common demographic and work‐related factors and compensation satisfaction while controlling for organizational level. The literature review traverses the research in the area stretching from the 1940s to 2005 and makes specific suggestions for future research that could advance the field.

Details

Baltic Journal of Management, vol. 1 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 1 July 1977

John S. Evans

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first…

1235

Abstract

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

Details

Management Decision, vol. 15 no. 7/8
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 1 March 1980

P.B. Beaumont, A.W.J. Thomson and M.B. Gregory

I. INTRODUCTION In this monograph we point out and analyse various dimensions of bargaining structure, which we define broadly as the institutional configuration within which…

Abstract

I. INTRODUCTION In this monograph we point out and analyse various dimensions of bargaining structure, which we define broadly as the institutional configuration within which bargaining takes place, and attempt to provide some guidelines for management action. We look at the development, theory, and present framework of bargaining structure in Britain and then examine it in terms of choices: multi‐employer versus single employer, company versus plant level bargaining, and the various public policy issues involved.

Details

Management Decision, vol. 18 no. 3
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 25 January 2011

Robert E. Till and Ronald Karren

The purpose of this paper is to compare the relative importance or effects of individual equity, external equity, internal equity, procedural justice, and informational justice on…

8232

Abstract

Purpose

The purpose of this paper is to compare the relative importance or effects of individual equity, external equity, internal equity, procedural justice, and informational justice on pay level satisfaction.

Design/methodology/approach

The paper uses a policy‐capturing methodology to determine the importance of the five factors and considers both group analyses and individual analyses of the data.

Findings

Of the three types of equity, individual equity was the most important factor on pay level satisfaction. External equity and the three other factors were important for many individuals, and this was shown through the individual analyses.

Research limitations/implications

The number of scenarios given to each participant was limited due to possible fatigue.

Practical implications

The findings will help managers make judgments on how to respond to conflicts between internal alignment and external market conditions. Knowledge of which factors are most important will help managers create more effective compensation programs.

Originality/value

This is the first multi‐justice study to find the relative effects of justice perceptions on pay level satisfaction, and it includes informational justice.

Details

Journal of Managerial Psychology, vol. 26 no. 1
Type: Research Article
ISSN: 0268-3946

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1 – 10 of over 170000