DETERMINANTS OF PAY AND PAY SATISFACTION<sup>1</sup>

Ronan, W. W.; Organt, G. J.

doi:10.1111/j.1744-6570.1973.tb01153.x

Cited by 34 publications

(22 citation statements)

References 33 publications

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“…Other independent variables used in the analyses include important structural determinants of pay satisfaction (Heneman, 1985), including salary levels (Dreher, 1981), companies (Scarpello, Huber and Vandenberg, 1988), company tenure (Dreher, 1981), educational levels (Ronan and Argant, 1973), and occupations (Scarpello et al, 1988). Speci®cally, salary level is measured as the natural logarithm of a continuous salary variable constructed from the midpoints of self-reported pay level categories, in both companies.…”

Section: Methodsmentioning

confidence: 99%

Gainsharing and women's and men's relative pay satisfaction

Graham

Welbourne

1999

J. Organiz. Behav.

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There is some evidence that women have equal or higher pay satisfaction than similarly situated men, even though they may earn less than these men. Using Major's (1994) model of entitlement, this study examined gender dierences in pay satisfaction in two companies before and after gainsharing bonus programmes were introduced. Results indicated that women had higher pay satisfaction than men prior to the introduction of gainsharing and there was some evidence that this dierence was greater among lowerpaid employees. Women did not exhibit higher pay satisfaction after gainsharing was introduced. The potential association of gainsharing with changes in female±male pay satisfaction is discussed. Crosby (1982) coined the term`paradox of the contented female worker' to describe a phenomenon in which women tend to have equivalent or higher pay satisfaction than men, despite the fact that in many cases, women earn less than their male counterparts (Crosby, 1982;Major and Konar, 1984;Sauser and York, 1978;Steel and Lovrich, 1987). While there exists some empirical evidence that women's pay satisfaction is higher than that of men, results are not conclusive, in part because little research directly examines gender dierences in pay satisfaction. Moreover, researchers documenting this paradox have only been able to speculate about the stability, or permanence, of gender dierences in pay satisfaction. Crosby (1982) suggested that because of the intransigence of gender dierences in individuals' work and non-work experiences and psychological barriers in recognizing inequity,`nothing in the foreseeable future' would equalize the satisfaction of comparable women and men (Crosby, 1982, p. 171). Others speculate that elimination of structural inequities such as occupational segregation, or workplace interventions that encourage individuals to compare themselves with those in other occupations, would eliminate

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Section: Methodsmentioning

confidence: 99%

Gainsharing and women's and men's relative pay satisfaction

Graham

Welbourne

1999

J. Organiz. Behav.

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“…We include absolute pay level (Gomez-Mejia and ; gender (Sauser and York, 1978); age (Dreher, 1981); years of experience (Ronan and Organt, 1973); and educational level (Hall, 1975) as control variables because these may have an effect on some of the pay effectiveness measures, in particular pay satisfaction and withdrawal cognition. Both gender and educational level were treated as dummy variables (males = 1, females = 0; bachelor's degree = 1, master's degree or higher = 0).…”

Section: Control Variablesmentioning

confidence: 99%

Effectiveness of Individual and Aggregate Compensation Strategies

Gómez‐Mejía

Balkin

1989

Industrial Relations

194

109

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Based on a sample of 175 scientists and engineers, this study shows that individual‐based rewards (either in the form of merit pay or individual bonuses) are perceived as less effective than aggregate incentive strategies for R & D workers. The pay effectiveness measures used here include pay satisfaction, propensity to leave, project performance, and individual performance. All things considered, team‐based bonuses are perceived as the most effective rewards in an R & D setting. The findings also indicate that employees with a low willingness to take risks are more likely to experience withdrawal cognition if they work for a firm that relies on variable compensation.

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“…Salary though might not inspire loyalty to an organization, is usually the single most important factors for a person's decision to join, stay or leave. Ronan and Organt (1973) listed salary as main factors influencing job satisfaction. Egbule (2003) study of academic staffs' job satisfaction in Nigeria was affected by salary, working condition and university status.…”

Section: Motivational Factors and Reward Systemmentioning

confidence: 99%

“…Egbule (2003) study of academic staffs' job satisfaction in Nigeria was affected by salary, working condition and university status. Ronan and Organt (1973) listed salary as main factors influencing job satisfaction. Organizations with a high pay level may attract and retain a qualified work-force (Williams and Dreher, 1992), and reduce training or recruiting costs (Holzer, 1990).…”

Section: Motivational Factors and Reward Systemmentioning

confidence: 99%

Job Satisfaction among the Bankers: An investigation on Islamic Financial Institution in Eastern Region of Malaysia

Mansor¹,

Noor²,

Hassan³

2012

ASS

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For the past few decades numerous studies attempted to explore the relative importance of understanding job satisfaction. Realizing the need to sustain in the banking industry, this study was conducted for exploring the antecedents to the strengthening of job satisfaction. Further examination on differences between the work position, work experience as related to job satisfaction is expected to form the basis for understanding the satisfaction level of banking staffs. By adopting the survey approach, a sample of 236 data were collected within the period of two months in year 2009. Based on rigorous reviewing of the literature, instrument designing, followed by subsequent pilot testing, the final analysis revealed that job satisfaction can be predicted by using motivational factors, reward system, supervision/leadership, nurturing of working environment, and the competition climate within the industry.

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DETERMINANTS OF PAY AND PAY SATISFACTION¹

Cited by 34 publications

References 33 publications

Gainsharing and women's and men's relative pay satisfaction

Gainsharing and women's and men's relative pay satisfaction

Effectiveness of Individual and Aggregate Compensation Strategies

Job Satisfaction among the Bankers: An investigation on Islamic Financial Institution in Eastern Region of Malaysia

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DETERMINANTS OF PAY AND PAY SATISFACTION1

Cited by 34 publications

References 33 publications

Gainsharing and women's and men's relative pay satisfaction

Gainsharing and women's and men's relative pay satisfaction

Effectiveness of Individual and Aggregate Compensation Strategies

Job Satisfaction among the Bankers: An investigation on Islamic Financial Institution in Eastern Region of Malaysia

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Product

Resources

About

DETERMINANTS OF PAY AND PAY SATISFACTION¹