Effects of compensation strategy on job pay decisions
Article Abstract:
Previous research has revealed by not explained the occurrence of wide variations in pay for the same job, even within a single local labor market. We investigated how compensation managers from a wide variety of organizations combined information about current job pay rates, market rates, and job evaluation points to arrive at new pay rates. In addition, we examined the role of organizational pay leadership position and external or internal orientation in decisions about job pay, controlling for differences in organizational demographic characteristics. Results suggest that pay strategies affect assigned pay levels, with managers from market-leading and internally oriented firms assigning higher pay. In addition, pay strategies appear to influence the relative weights attached to market survey versus job evaluation information. Organizational demographics also affected assigned pay levels, but to a lesser extent than pay strategies. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1991
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Effects of procedural and distributive justice on reactions to pay raise decisions
Article Abstract:
We conducted a survey to examine the impact of distributive and procedural justice on the reactions of 217 employees to decisions about pay raises. Distributive justice accounted for more unique variance in satisfaction with pay than did procedural justice, but procedural justice accounted for more unique variance in two other measures of attitudes about the employing institution and its authorities, trust in supervisor and organizational commitment. We discuss what our results imply about the nature of justice in organizations and the distributive-procedural distinction. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1989
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Personality as a moderator in the relationship between fairness and retaliation
Article Abstract:
Research was conducted to examine personality as a moderator in the relationship between fairness and retaliation. The objective was to investigate whether a person-by-situation interaction could explain variance in workplace retaliation in addition to those explained by fairness perceptions. Data were collected from a sample of 240 first-line manufacturing employees using questionnaires. Results indicate a risk of underspecification in framing behavioral models of retaliation with only dispositional or situational variables.
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1999
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