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Using a longitudinal data set covering a span of 10 years, we investigate the impact of vertical and horizontal pay disparity on non‐CEO executive turnover and subsequent firm performance. Hypothesizing differential responses to pay disparity depending on a non‐CEO executive's responsibilities, we first categorize non‐CEO executives based on their job demands and their role in the organization (e.g., oversight, divisional). We then explore how pay disparity influences the relationship between executive category and turnover, and how the level of pay disparity impacts the relationship between turnover and firm performance. We find that executive category significantly impacts the likelihood of turnover, and also influences firm performance. Theoretical and practical implications are discussed. © 2015 Wiley Periodicals, Inc.

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Purpose-The authors examine the relationship between leader-member exchange (LMX) and the selection of upward influence tactics. The purpose of this paper is to integrate research on perceptions of justice, LMX, and influence tactics in order to empirically test an integrative model. Design/methodology/approach-Questionnaires were administered to n ¼ 407 employed Masters of Business Administration students at a private Southeastern University in the USA. Structural equation modeling was used to test the statistical significance of paths specified in the models. Findings-Results indicate that perceptions of organizational justice have indirect effects on upward influence tactics reported. LMX had mediating effects on the relationship between interactional justice and the use of rational and coalition tactics. Research limitations/implications-The data are cross-sectional and were collected using self-reports, which limits the conclusions that can be drawn. The findings however, suggest that perceptions of interactional justice are associated with LMX, whose effects in turn are associated with the use of influence tactics. Practical implications-Coalition strategies were used more when subordinates experienced poor LMX. The research suggests that perhaps for individuals experiencing poor relationships with the supervisor, coalition strategies might present an alternative to "rational" influence tactics (which are used more in high-quality relationships). Originality/value-The current study extends LMX research by examining differing subordinate influence strategies in high-and low-quality relationships. It also extends organizational justice research by examining the effects of the interpersonal implementation of fair procedures on the dynamics between leadership and upward influence.

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