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Pay Systems (pay + system)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	83%

Selected Abstracts

Consequences of Satisfaction with Pay Systems: Two Field Studies

INDUSTRIAL RELATIONS, Issue 1 2000
Marcia P. Miceli
Research on pay satisfaction has been criticized for inattention to determining whether its multiple dimensions have different consequences and for overreliance on cross-sectional designs. Structural equation analyses of data from two field studies showed that satisfaction with pay systems, but not pay levels, led to greater perceived organizational support, which in turn affected employer commitment and organizational citizenship. Union commitment was a positive function of pay system satisfaction and a negative function of pay level satisfaction. [source]

Changing Pay Systems, Occupational Concentration and the Gender Pay Gap: Evidence from Australia and the UK

INDUSTRIAL RELATIONS JOURNAL, Issue 3 2001
Damian Grimshaw
While aggregate level pay equity comparisons between Australia and the UK confirm expectations based on their different wage distributions and regulatory systems, observation of trends and occupational level analysis reveal additional complexity. Our analysis suggests the need for a multi-faceted approach to closing the average gender pay gap. [source]

Institutions and the Management of Human Resources: Incentive Pay Systems in France and Great Britain

BRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 2 2010
David Marsden
Using data from large-scale establishment surveys in Britain and France, we show that incentive pay for non-managers is more widespread in France than in Britain. We explain this finding in terms of the ,beneficial constraint' arising from stronger employment protection in France, which provides an impulse to develop incentive pay; employer networking activities in France, which facilitate joint learning about its development and operation; and government fiscal incentives for profit-sharing, which reduce the cost of its operation. [source]

Performance-based pay is fair, particularly when I perform better: differential fairness perceptions of allocators and recipients

EUROPEAN JOURNAL OF SOCIAL PSYCHOLOGY, Issue 6 2005
Nico W. van Yperen
We examined in two experiments the impact of the roles that people enact (allocator or recipient) and performance attributions (talent or effort) on fairness perceptions of pay systems (performance-based pay or job-based pay). To test the relative effects of the roles that people enact, in the control conditions, participants were asked to evaluate the fairness of both allocation norms from ,behind a veil of ignorance' (Rawls, 1971). As hypothesized, the results consistently demonstrate that whereas recipients were biased in their fairness perceptions, allocators tended to be non-biased in their fairness perceptions. The self-interest bias among recipients was particularly strong when talent rather than effort attributions were imposed on them. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Merit pay preferences among public sector employees

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 4 2001
Michelle Brown
Organisations have choices about methods of pay, and employee pay adjustment preferences are an important consideration in this decision-making process. Of particular organisational interest currently are pay systems that seek to link increases with individual performance, usually referred to as merit pay. Researchers have shown that pay adjustment systems that are incompatible with employee preferences can be costly for organisations, and have identified a range of demographic factors that predict support for merit adjustments. This article extends this line of research by investigating the impact of a performance appraisal system and a range of situational factors on the level of support for merit pay in a large public sector research organisation in Australia. The study finds that higher levels of perceived job security are associated with support for merit pay, while good promotional opportunities are associated with lower levels of support. Those who saw the outcomes of the current performance appraisal system as fair were unlikely to support merit pay. [source]