Search results

Despite numerous studies of pay comparisons and pay satisfaction among public and private sector workers, little is known about correlates of employee satisfaction with pay. Investigates the correlates of pay satisfaction among UK academics. Using a questionnaire methodology, the study found that over 50 per cent of the respondents expressly stated that they were dissatisfied with their pay. The results of a three‐way analysis of variance (ANOVA) showed that female academics are more satisfied with their pay when compared with their male colleagues. When rank was examined in relation to pay, senior lecturers were most satisfied, followed by professors, lecturers and readers in that order. The differences in satisfaction levels with rank and gender are statistically significant. However, there are no statistical differences with respect to age variations relating to satisfaction with pay. Explores the implications of these results.

The study examines the relationship between perceived unfair pay and job satisfaction and how this relationship is contingent on organizational hierarchical rank.

The proprietary data are from ongoing surveys of individual workers conducted by a major Polish human resource consulting firm. The pooled cross-section dataset is comprised of nearly 330,000 individuals working in the Polish labor market during 2015–2017. Drawing upon various theories, the authors formalize and test three hypotheses. The estimations are performed using the ordered probit method.

Ceteris paribus, job satisfaction is increasing with organizational hierarchical rank; perceived unfairness of pay is negatively associated with job satisfaction, and organizational hierarchical rank exacerbates this negative relationship by making it stronger for employees holding higher organizational positions.

First, prior research is mainly confined to studying pay satisfaction as a contributing factor to job satisfaction, and perceived fairness of pay was rarely considered. Second, very few studies examine the role of hierarchical level as a moderator in the relationship between organizational justice and workplace outcomes. Third, the authors add to the scarce empirical literature on job satisfaction for post-Communist Central and East European countries as only a limited number of such studies exist for Poland.

The aim of this study is to find out whether managers can facilitate employee understanding of the pay system through a goal‐setting process. The paper draws from Thierry's largely untested Reflection Theory to study employee pay satisfaction.

Based on the theory, it is posited that managerial goal setting improves employee pay satisfaction through increased employee knowledge and perceived meanings of pay. The hypotheses are tested with survey data from one municipal health care organization.

The results of the study show that both knowledge and meanings of pay mediate the effects of goal setting on pay satisfaction. The paper finds support for the somewhat distinguishable roles of instrumental and symbolic meanings of pay. The regression analyses show that the former fully mediates the effect of pay level and the latter fully mediates the effect of goal setting on pay satisfaction. Even though the analyses do not provide evidence that common method variance would explain the results, it remains a potential issue.

Future research is needed to establish the dimensionality of meanings – positive as well as negative – a pay system can convey, and to explore the degree to which they can be managed.

The results of the study suggest that organizations can promote their ROI of pay systems by paying attention to the employees' interpretations of messages conveyed by the pay system implementation process. More specifically, the results demonstrate that managers can contribute to employee pay satisfaction via a goal‐setting process that informs employees about the functions of the pay system and use the system to give feedback on the job.

The study provides a unique but preliminary test for Reflection Theory.

The purpose of this study is to test the extent to which pay satisfaction is equivalent to perceptions of pay fairness in order to call to attention the need for care in designing instruments in order to lessen the likelihood of the confounding of concepts within measures as has been in numerous previous studies.

Questionnaire data were collected as part of a larger project seeking to understand the customer service behaviors of business owners for four groups of self‐employed business owners from Latvia, Germany, the UK, and the USA.

It is found that while pay satisfaction and pay fairness are not the same construct, with the exception of internal pay comparisons, the self‐employed may not distinguish between pay fairness and pay satisfaction in a meaningful manner.

All four of the samples included in the current study had limited control over their compensation as the economy and industry are the most powerful influences on the income of the self‐employed in small businesses. It might prove useful to examine whether these results hold true for individuals with highly variable compensation.

Organizations should not assume that individuals naturally differentiate between pay fairness and pay satisfaction. It also would appear that there are few differences in the perceptions between the self‐employed based upon country of origin.

While many studies have been performed on pay fairness and pay satisfaction that have assumed that they are distinct constructs, this is the first study to use a multi‐step process in order to systematically and empirically examine the degree to which they are similar. This is done across four countries and with a sample of self‐employed business people – a group rarely examined in human resource research.

The purpose of this paper is to integrate two streams of research and investigate the associations of different forms of justice perceptions on attitudinal reactions to four components of compensation: pay level, pay raises, benefits, and structure and administration In doing so, it responds to calls for more primary studies linking interactional justice perceptions to pay satisfaction.

In total, 151 technology professionals employed at an international consulting company were surveyed to investigate hypotheses. Structural equation modeling was used to test the model.

As hypothesized, distributive justice was related to satisfaction with pay level, procedural justice to satisfaction with benefits, raises and pay structure and administration, and informational justice to pay level and structure and administration.

The primary limitations of this research are the cross‐sectional research design and a single source of survey data.

Since pay dissatisfaction is significantly related to numerous employee outcomes and attitudes toward pay meditate the relationship between compensation and work outcomes, understanding the role of perceived justice may facilitate managers' ability to influence pay satisfaction. HR policies and managers' behaviors can influence pay satisfaction as much or more than actual pay (distributive justice). For example, results for informational justice suggest pay satisfaction can be increased by clearly and candidly explaining and communicating the organization's procedures and processes.

This paper is the first to examine associations between the four‐factor justice model and components of pay satisfaction and demonstrate that informational justice adds additional explained variance for pay level, raises, and structure and administration.

The purpose of this paper is to investigate senior managers' satisfaction with pay in the Nigerian Civil Service.

A field study was undertaken to test the hypotheses. The sample was drawn from senior managers in the Nigerian Civil Service. A quantitative methodological approach was used based on questionnaire designed to measure the variables that literature review has identified as having relationship with pay satisfaction.

The finding of this research paper shows that pay incentive scheme is a distinctive dimension of pay satisfaction among senior managers in the Nigerian Civil Service; and the perception of pay‐for‐performance determines the level of satisfaction with pay.

The sample size is very small relative to the total federal civil service population. Only senior managers were selected for questioning and may not reflect the general opinion in the Nigerian Civil Service. The sample is limited to the Federal Civil Service and excludes state and local government services in a federally governed country.

The study has important implications for organisations and human resource practitioners in Nigeria to design their compensation and benefit programmes.

This research is one of the few studies that explore pay incentive schemes as a distinct dimension of pay satisfaction relevant to the Nigerian work environment. It adds value to the study of organisational justice by demonstrating that procedural justice, interactional justice, and distributive justice, influence pay satisfaction.

This research examines the love of money as a moderator and as a mediator of the self‐reported income‐pay satisfaction relationship among university professors (lecturers). Hierarchical multiple regression results showed that the interaction effect between self‐reported income and the love of money on pay satisfaction was significant. For high‐love‐of‐money professors (lecturers), the relationship between income and pay satisfaction was positive and significant, however, for low‐love‐of‐money professors (lecturers), the relationship was not significant. High‐love‐of‐money participants had lower pay satisfaction than low‐love‐of‐money participants when the self‐reported income was below $89,139.53. When income was higher than $89,139.53, the pattern of pay satisfaction was reversed. Further, the love of money was a mediator of the self‐reported income‐pay satisfaction relationship. Income increases the love of money that, in turn, is used as a “frame of reference” to evaluate pay satisfaction.

The research aims to explore the relationship between money attitudes and pay satisfaction for individuals in low paid jobs.

The methodology developed a questionnaire that contained three key measures, including money attitudes, pay satisfaction and income level. The sample for this study consisted of blue‐collar workers from industries and occupations identified as low paid by The National Minimum Wage Commission in the UK. The questionnaire was distributed in East London and South East England through employment exchanges and community organisations.

Individual differences in money attitudes was found to be a significant variable in explaining pay satisfaction of people in low pay. The evidence proposes a case for money attitudes to be incorporated in the traditional models of pay satisfaction as it provides for the idiosyncrasies in individual differences.

A major limitation of this study was that it only captured certain low paid occupations, and also that it was based in the UK. This must be the most important direction for future research.

The findings have managerial important implications in designing pay and reward structures for people in low pay.

One of the major contributions of this study is that it is an early example of an empirical study, hopefully to be followed by more on money attitudes and the satisfaction of low pay.

The purpose of this paper is to examine the moderating role of pay in the relationship between employee ambition and taking charge behavior, and its subsequent effects on employee career satisfaction.

A two-wave quantitative investigation was conducted among alumni of a large public university in the Netherlands.

The results show that taking charge behavior mediates the positive relationship between employee ambition and career satisfaction. They also show that pay positively moderates this mediation, such that the relationship between employee ambition and taking charge behavior is stronger when ambitious employees receive an increase in pay, leading to increased career satisfaction. Conversely, a decrease in pay does not moderate ambitious employees’ taking charge behavior and the impact on their career satisfaction.

The study draws on self-report data collected in one country: the Netherlands.

The study highlights the importance of pay for higher job involvement, demonstrating its impact on taking charge behavior among employees with higher levels of ambition.

This is the first empirical study to examine the impact of pay on employees’ taking charge behavior and the subsequent implications for career satisfaction.

In this study, we have collected the response from 200 private university lecturers in Kurdistan Region of Iraq. In order to test the hypotheses, we have proposed structural equations modeling (SEM).

The purpose of this paper is to elaborate the direct and indirect effects of e-service quality on perceived value, satisfaction and willingness to pay for online meeting platforms in the education sector. This study also explores the effect of e-service quality on users' perception and satisfaction.

The results reveal that e-service quality directly affects the perceived value and satisfaction but has no direct effect on the willingness to pay. Secondly, perceived value and satisfaction mediated the relationships between service quality and willingness to pay. However, it is observed that perceived value has a more significant impact on the willingness to pay compared to satisfaction. It is further reported that perceived value is one of the antecedents of satisfaction. The study also explores the direct relationship between perceived value and willingness to pay, and introduces satisfaction as a mediating variable between perceived value and willingness to pay.

The sample is geographically limited as only online faculty and staff working at private universities participated in the study. This study has implications for administrators of higher educational institutions and companies providing IT solutions for online meetings. From a managerial standpoint, this study provides and IT companies a broad theoretical basis that designing a successful online meeting platform should specifically emphasize e-service quality, perceived value and customer satisfaction.

There is no study that evaluated the links among e-service quality, value, satisfaction, and willingness to pay for the online meeting platform services. Therefore, this study is useful for the private university administration and online meeting platform developers and investors.