Making sense of egalitarian pay: Reconceptualising its treatment in organisations

Morand, David A.; Merriman, Kimberly K.; Deckop, John R.

doi:10.1111/1748-8583.12264

Cited by 3 publications

(3 citation statements)

References 104 publications

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“…However, the application of other allocation rules, such as equality and need, to distribute outcomes is also possible (see also Day et al., 2014; Fischer, 2016; Jany, 2021; Morand & Merriman, 2012; Olsen, 2015; Prince et al., 2020; Törnblom & Kazemi, 2011). Prior research suggests that, in collectivistic cultures, managers apply equality as the allocation rule to distribute outcomes equally among employees, independently of their inputs (Beugré, 2007; Kim & Gong, 2009; Leung, 2005; Morand et al., 2019; Olsen, 2015). If need is the allocation rule, managers distribute outcomes to those who have the greatest difficulties or needs of receiving the outcomes (Deutsch, 1985; Leung, 2005; Murphy‐Berman & Berman, 2002).…”

Section: Previous Research On Reward Allocation Rulesmentioning

confidence: 99%

“…This task is particularly challenging for multinational organisations because employees in today's globalised business world often have different cultural backgrounds and therefore different expectations about reward allocations (Frank et al., 2015; Načinović Braje et al., 2019; Olsen, 2015; Prince et al., 2020; Scott et al., 2015). Employee compensation is an important motivation tool (Caza et al., 2015; Gahan et al., 2021; Hewett & Leroy, 2019; Morand et al., 2019; Park & Kruse, 2013; Parker et al., 2019) and at the same time the largest operation cost for many organisations (Gerhart et al., 2009). To design effective reward systems, managers and organisations need to better understand their employees' preferences for reward allocation rules.…”

Section: Introductionmentioning

confidence: 99%

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The cultural influence on employees' preferences for reward allocation rules: A two‐wave survey study in 28 countries

Adamovic

2023

Human Res Mgmt Journal

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Multinational organisations and government organisations experienced problems introducing a merit pay system in different countries. Designing the right reward system is challenging in an international work environment, because employees often have different expectations about reward allocations. Most prior research predicted that individualistic employees prefer equity as allocation rule for rewards, while collectivistic employees prefer equality as allocation rule. However, prior research could not confirm this prediction. To expand prior research, we integrate cultural value theory and allocation rule research to examine if employees' culture‐inspired personal values influence their preferred allocation rule. We conducted a two‐wave study with 3432 employees from 28 countries. The results show that employees' cultural value orientations are related to their preferred allocation rules. Further, supervisors are not only considered fair if they distribute outcomes based on employees' task performance but also based on equality or extra‐role performance.

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Section: Previous Research On Reward Allocation Rulesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The cultural influence on employees' preferences for reward allocation rules: A two‐wave survey study in 28 countries

Adamovic

2023

Human Res Mgmt Journal

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“…Research has shown that workplace bullying takes the form of unmanageable workload, lack of respect for opinions and views, and sensual assault (Bentley, 2015)., which can cause psychological and work-related stress (Rai & Agarwal, 2018). When workers build social exchange relationships between organizations, they appear to perform well and demonstrate successful work attitudes and behaviors (Hendricks et al, 2018) with integrity as a balance (Morand, Merriman, & Deckop, 2020). Theoretical studies have examined workplace bullying, including emotional abuse, harassment, victimization, and antagonism (Akella & Seay, 2022).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Workplace Bullying on Organizational Commitment: A Structural Equation Modeling Assessment

Hussain

Sarki

Nawaz

et al. 2023

Pak. J. Humanit. Soc. Sci

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The goal of this research was to investigate the effect of workplace bullying on organizational commitment. Also, the analysis the mediating role of self-esteem in this particular relationship and mod explores Power distance erasing function. The survey was carried out on employees and peers working in the public sector universities of Pakistan. Via convenience sampling, data was collected from 236 employees of the Public Sector Universities of Pakistan. Data was analyzed by using structural equation modeling technique in Smart-PLS3. PLS-SEM represents significant relationship as the entire proposed hypotheses were supported. Results show that bullying in the workplace has negated a strong and significant relationship with organizational commitment. The mediating role of Self-esteem between the workplace bullying relationship and organizational commitment was backed by effects as well. While the Power Distance's moderating function between the outcomes was supported by occupational bullying and organizational commitment. Accordingly, a mutually trusting ecosystem should be created and encouraged by organization; a significant buffer can be used for the efficient functioning of organizations to reduce the negative feelings and also help to increase the organizational commitment. This research is not only for education sector, it is also helpful for all sectors like Agriculture, industrial and mining sectors. This research talks about how to tackle bullying activities during work

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Fairness of Academic Performance Prediction for the Distribution of Support Measures for Students: Differences in Perceived Fairness of Distributive Justice Norms

Lünich,

Keller,

Marcinkowski

2023

Tech Know Learn

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Artificial intelligence in higher education is becoming more prevalent as it promises improvements and acceleration of administrative processes concerning student support, aiming for increasing student success and graduation rates. For instance, Academic Performance Prediction (APP) provides individual feedback and serves as the foundation for distributing student support measures. However, the use of APP with all its challenges (e.g., inherent biases) significantly impacts the future prospects of young adults. Therefore, it is important to weigh the opportunities and risks of such systems carefully and involve affected students in the development phase. This study addresses students’ fairness perceptions of the distribution of support measures based on an APP system. First, we examine how students evaluate three different distributive justice norms, namely, equality, equity, and need. Second, we investigate whether fairness perceptions differ between APP based on human or algorithmic decision-making, and third, we address whether evaluations differ between students studying science, technology, engineering, and math (STEM) or social sciences, humanities, and the arts for people and the economy (SHAPE), respectively. To this end, we conducted a cross-sectional survey with a 2 $$\times$$ × 3 factorial design among n = 1378 German students, in which we utilized the distinct distribution norms and decision-making agents as design factors. Our findings suggest that students prefer an equality-based distribution of support measures, and this preference is not influenced by whether APP is based on human or algorithmic decision-making. Moreover, the field of study does not influence the fairness perception, except that students of STEM subjects evaluate a distribution based on the need norm as more fair than students of SHAPE subjects. Based on these findings, higher education institutions should prioritize student-centric decisions when considering APP, weigh the actual need against potential risks, and establish continuous feedback through ongoing consultation with all stakeholders.

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Making sense of egalitarian pay: Reconceptualising its treatment in organisations

Cited by 3 publications

References 104 publications

The cultural influence on employees' preferences for reward allocation rules: A two‐wave survey study in 28 countries

The cultural influence on employees' preferences for reward allocation rules: A two‐wave survey study in 28 countries

The Impact of Workplace Bullying on Organizational Commitment: A Structural Equation Modeling Assessment

Fairness of Academic Performance Prediction for the Distribution of Support Measures for Students: Differences in Perceived Fairness of Distributive Justice Norms

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