This article examines the impact of employee understanding of components of their pay system on pay satisfaction and leaving intentions for a poorly paid occupational group. Employee understanding of pay arrangements is found to have an indirect impact (through pay satisfaction) on employee intention to leave. Based on this sample, organisations may be able to improve the pay satisfaction of their employees and reduce employee turnover intention simply by improving their pay communication approaches.
This article examines the power of a particular type of employee attachment—client embeddedness—in buffering the adverse effect of pay dissatisfaction on employee intention to leave. Based on a sample of 153 personal care workers employed by a disability service organization, this article finds that client embeddedness—the attachment that employees can experience as a result of interactions with clients or customers—dampens the adverse effect of pay dissatisfaction on employee intention to leave. This finding has implications for the development of appropriate recruitment and retention practices in not‐for‐profit organizations.
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