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The Positive Effects of Equitable Pay on Outcomes that Employers Value.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The Positive Effects of Equitable Pay on Outcomes that Employers Value./
Author:	Beyer, Richard E.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
Description:	186 p.
Notes:	Source: Dissertations Abstracts International, Volume: 81-10, Section: A.
Contained By:	Dissertations Abstracts International81-10A.
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27546528
ISBN:	9781658438124

The Positive Effects of Equitable Pay on Outcomes that Employers Value.
Beyer, Richard E.

The Positive Effects of Equitable Pay on Outcomes that Employers Value. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 186 p.

Source: Dissertations Abstracts International, Volume: 81-10, Section: A.

Thesis (Ph.D.)--Roosevelt University, 2019.

This item must not be sold to any third party vendors.

Given present day emphasis on pay equality, the current study sought to determine whether pay equity still mattered to employees and employers. Results indicated that employers who ignore pay equity may be susceptible to more employee turnover, workers with lower task performance, workers who are less engaged, workers who have lower satisfaction, and workers who commit fewer Organizational Citizenship Behaviors (OCBs) at all levels. Specifically, with a large representative U.S. sample (N = 999), PROCESS macro mediation analysis (Hayes, 2018) found that Perceived Pay Equity was, indeed, strongly related to the important employee- and employer-valued outcomes specified above. Tests of significance (seven of 12) found that a facet or facets of Organizational Justice mediated the relationship between Perceived Pay Equity and employer-valued outcomes, namely, Intention to Stay, Task Performance and OCBs. Similarly, tests of significance (seven of 12) revealed that Pay Satisfaction mediated the relationship between Perceived Pay Equity and Intention to Stay, Task Performance, and OCBs. Lastly, in all 12 cases tested, Work Engagement mediated the relationship between Perceived Pay Equity and Intention to Stay, Task Performance, and OCBs. Together, 26 of the 36 statistical tests for indirect effects found that Perceived Pay Equity played a vital, albeit indirect, role in predicting important employee behaviors and attitudes as well as meaningful employer-valued outcomes. Findings imply that strict application of pay equality policies, with complete disregard for productivity-relevant employee inputs and outputs, may provide a compensation system that does not provide the proper antecedents for many incredibly important organizational outcomes.

ISBN: 9781658438124Subjects--Topical Terms:

1148568
Business administration.
Subjects--Index Terms:

Equal pay

The Positive Effects of Equitable Pay on Outcomes that Employers Value.
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245 1 4 $a The Positive Effects of Equitable Pay on Outcomes that Employers Value.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2019
300 $a 186 p.
500 $a Source: Dissertations Abstracts International, Volume: 81-10, Section: A.
500 $a Advisor: Thomas, Adrian L.
502 $a Thesis (Ph.D.)--Roosevelt University, 2019.
506 $a This item must not be sold to any third party vendors.
520 $a Given present day emphasis on pay equality, the current study sought to determine whether pay equity still mattered to employees and employers. Results indicated that employers who ignore pay equity may be susceptible to more employee turnover, workers with lower task performance, workers who are less engaged, workers who have lower satisfaction, and workers who commit fewer Organizational Citizenship Behaviors (OCBs) at all levels. Specifically, with a large representative U.S. sample (N = 999), PROCESS macro mediation analysis (Hayes, 2018) found that Perceived Pay Equity was, indeed, strongly related to the important employee- and employer-valued outcomes specified above. Tests of significance (seven of 12) found that a facet or facets of Organizational Justice mediated the relationship between Perceived Pay Equity and employer-valued outcomes, namely, Intention to Stay, Task Performance and OCBs. Similarly, tests of significance (seven of 12) revealed that Pay Satisfaction mediated the relationship between Perceived Pay Equity and Intention to Stay, Task Performance, and OCBs. Lastly, in all 12 cases tested, Work Engagement mediated the relationship between Perceived Pay Equity and Intention to Stay, Task Performance, and OCBs. Together, 26 of the 36 statistical tests for indirect effects found that Perceived Pay Equity played a vital, albeit indirect, role in predicting important employee behaviors and attitudes as well as meaningful employer-valued outcomes. Findings imply that strict application of pay equality policies, with complete disregard for productivity-relevant employee inputs and outputs, may provide a compensation system that does not provide the proper antecedents for many incredibly important organizational outcomes.
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650 4 $a Management. $3 558618
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653 $a Organizational justice
653 $a Pay equality
653 $a Pay equity
653 $a Perceived pay equity
653 $a Work engagement
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710 2 $a Roosevelt University. $b Industrial/Organizational Psychology. $3 1241361
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