Executive Pay Matters: Looking Beyond the CEO to Explore Implications of Pay Disparity on Non‐CEO Executive Turnover and Firm Performance

Pissaris, Seema; Heavey, Angela Langevin; Golden, Peggy A.

doi:10.1002/hrm.21766

Cited by 27 publications

(23 citation statements)

References 80 publications

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“…Simply being enmeshed with an employer is unlikely to yield positive motivation or even long‐term retention. Focusing on offering competitive pay and benefits/perks would increase employees' instrumental attachment (Pissaris, Heavey, & Golden, ; Tröster, Van Quaquebeke, & Aquino, Forthcoming) as would developmental opportunities (Akkermans, Brenninkmeijer, Schaufeli, & Blonk, ; Nerstad, Dysvik, Kuvaas, & Buch, forthcoming) that would increase employees' skills and chances of promotion. In fact, recent research has focused on using technology to embed employees, whether through offering technology as perks or developing employees' organization‐specific or occupation‐specific technical skills (Charlier, Guay, & Zimmerman, ).…”

Section: Discussionmentioning

confidence: 99%

Synthesizing content models of employee turnover

Zimmerman

Swider

Boswell

2018

Human Resource Management

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To identify a set of broad factors that reflect the constructs measured in three content models of employee turnover, we hypothesized 19 scales would reduce to five factors related to employee job‐search behavior and actual turnover decisions: one's affect toward the organization, work environment, instrumental attachment, extraorganizational ties, and sense of obligation. Using a sample of 888 staff members from a large university, the factor structure was confirmed. Multivariate regression results also indicated one's work environment, instrumental attachment, and sense of obligation were significantly and negatively related to both job search and turnover, with work environment and instrumental attachment exhibiting the strongest effects. Extraorganizational ties were only significantly and negatively related to job search. Interestingly, affect toward the organization was not significantly related to either job search or turnover. Path analyses indicated the effects of four of the factors on turnover were fully mediated by job search, with instrumental attachment the sole factor that was only partially mediated. Our model provides a foundation for future researchers to test the uniqueness of new predictors of turnover, as well as guidance to practitioners regarding where resources might be best utilized in curbing turnover.

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Section: Discussionmentioning

confidence: 99%

Synthesizing content models of employee turnover

Zimmerman

Swider

Boswell

2018

Human Resource Management

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“…In some ways, the exit transition process for executives begins in the same way as it does for all employees. For example, perceiving a pay disparity can push executives to initiate the exit process (Pissaris, Heavey, & Golden, 2017). CEOs can also be forced out of their jobs like any other employee (W. Shen & Cho, 2005).…”

Section: Exit Transitions Of Top Managementmentioning

confidence: 99%

The paths from insider to outsider: A review of employee exit transitions

Klotz

Swider

Shao

et al. 2020

Human Resource Management

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Employees' roles as organizational members often do not end immediately after they have made the decision to leave or it has been made for them. Instead, this decision serves as a turning point initiating an exit transition process. The purpose of this article is to consolidate prior scholarship in order to gain an understanding of the state of the science, as it pertains to exit transitions. Our literature review yielded almost 200 articles that have directly or indirectly studied the exit transition process. In organizing the insights from these studies, four categories of exit transition scholarship emerged—exit transitions in the context of voluntary turnover, involuntary turnover, temporary transitions, and top management exits. Moreover, our review indicated that exit transitions are shaped by three critical forces—the permanence of the transition, the magnitude of the identity change associated with the exit, and the organizational impact of the exit. We review research on each of the four categories and show how each type of transition is shaped by these forces. Finally, we turn our focus to the future of work and discuss how changes in the way that work is structured may alter the study of employee exit transitions in the future.

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“…For example, the passing of Steve Jobs in 2011 brought about a huge shock to Apple Inc. and led to the departure of several key executives since his successor, Timothy D. Cook, pays more attention to marketing than innovation. Previous research indicated that leadership transition can not only harm the atmosphere and performance of an organization [ 3 , 4 ], but also increase the turnover intention of its employees [ 5 ]. In particular, employees who hold a high-quality leader–member exchange relationship with their previous leader may experience more identity loss after leadership transition [ 6 , 7 ] since they were insiders of the previous leader’s “circle” and granted preferential treatment in terms of opportunities and resources in the workplace [ 8 ].…”

Section: Introductionmentioning

confidence: 99%

Work-Related Identity Discrepancy and Counterproductive Work Behavior: The Role of Emotional Exhaustion and Supervisor Incivility

Liu

Yuan

et al. 2020

IJERPH

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This research investigates the role of emotional exhaustion and supervisor incivility in explaining the relationship between work-related identity discrepancy and counterproductive work behavior. Based on resource conservation theory, our study hypothesizes a moderated mediation model that work-related identity discrepancy impacts counterproductive work behavior through emotional exhaustion, and supervisor incivility is deemed as the boundary condition in the indirect effect. Drawing on a sample of 863 employees, we found support for the moderated mediation model in which the positive relationship between work-related identity discrepancy and counterproductive work behavior was mediated by emotional exhaustion, such that the mediating relationship was strengthened for new leaders with a low level of supervisor incivility and weakened for those with high level of supervisor incivility. We further discuss the theoretical and practical implications of these findings.

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Executive Pay Matters: Looking Beyond the CEO to Explore Implications of Pay Disparity on Non‐CEO Executive Turnover and Firm Performance

Cited by 27 publications

References 80 publications

Synthesizing content models of employee turnover

Synthesizing content models of employee turnover

The paths from insider to outsider: A review of employee exit transitions

Work-Related Identity Discrepancy and Counterproductive Work Behavior: The Role of Emotional Exhaustion and Supervisor Incivility

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