Pay communication: Where do we go from here?

Marasi, Shelly; Bennett, Rebecca J.

doi:10.1016/j.hrmr.2015.07.002

Cited by 42 publications

(72 citation statements)

References 35 publications

(58 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Second, researchers have posited multiple pay secrecy policy dimensions (e.g., Colella et al, ; Marasi & Bennett, ), yet empirical research on the topic typically examines pay secrecy as a unidimensional policy. In this paper, we hypothesise and find unique effects when examining pay secrecy according to two distinct dimensions: distributive pay non‐disclosure and pay communication restriction (Marasi & Bennett, ). We leverage theory on person‐environment fit (Edwards & Shipp, ) to determine how alignment (and misalignment) between pay non‐disclosure policies and employee preferences impacts employee attitudes.…”

Section: Introductionmentioning

confidence: 99%

“…Pay secrecy policies range on a continuum from completely transparent to completely secret, with varying gradations in between (Colella et al, ). Additionally, as outlined by Marasi and Bennett (), there are two methods through which organisations use policies to restrict pay information. Organisations can institute secretive policies that (a) regulate the amount of information shared about the distribution of employee pay (i.e., distributive pay non‐disclosure ) and (b) restrict employees' ability to communicate with one another about pay (i.e., pay communication restriction ).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The role of pay secrecy policies and employee secrecy preferences in shaping job attitudes

Smit

Montag‐Smit

2018

Human Res Mgmt Journal

View full text Add to dashboard Cite

Although pay secrecy continues to garner attention in human resource management, little research examines how these policies impact employees. Research inconsistently links secretive pay policies to unfavourable outcomes but has yet to consider that employees may have varying attitudes toward these policies. We examine how employee preferences modify the effect that organisational pay secrecy policies have on employee attitudes in a sample of 431 employed adults. To accomplish this goal, we create measures of pay secrecy policies and pay secrecy preferences that each differentiate two facets of pay secrecy: distributive pay non‐disclosure and communication restriction. Polynomial and moderated regression analyses indicated that disparities between employee preferences and organisational pay secrecy policies can reduce job satisfaction and perceptions of informational, interpersonal, and procedural justice under certain circumstances. These results simultaneously highlight the importance of employee attitudes toward pay secrecy policies and the challenges human resource practitioners face in managing employees with diverse preferences.

show abstract

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The role of pay secrecy policies and employee secrecy preferences in shaping job attitudes

Smit

Montag‐Smit

2018

Human Res Mgmt Journal

View full text Add to dashboard Cite

show abstract

“…Similar measures were announced in 2015 by UK Prime Minister Cameron to make it compulsory for companies with more than 250 employees to disclose male and female employees' pay. The benefit of pay openness is that it improves informational, procedural and distributive justice, with a positive effect on organizational citizenship behaviours (Marasi and Bennett, 2016). However, as Marasi and Bennett (2016) also argue, pay openness could have a damaging effect for organizational outcomes by spurring workplace deviance or unethical conduct.…”

Section: Discussionmentioning

confidence: 99%

“…The benefit of pay openness is that it improves informational, procedural and distributive justice, with a positive effect on organizational citizenship behaviours (Marasi and Bennett, 2016). However, as Marasi and Bennett (2016) also argue, pay openness could have a damaging effect for organizational outcomes by spurring workplace deviance or unethical conduct. In a similar vein, Bamberger and Belogolovsky (2017) find that pay transparency has a negative effect on employees' willingness to help their co-workers.…”

Section: Discussionmentioning

confidence: 99%

Pay Referents and Satisfaction with Pay: Does Occupational Proximity Matter?

Georgellis

Garcia

Gregoriou

et al. 2017

British J of Management

View full text Add to dashboard Cite

We explore whether employees compare their pay to the pay of others in a similarly prestigious occupation and, if so, whether this comparison has a negative impact on pay satisfaction. Using an experimental vignette methodology, Study 1 found that people are more inclined to compare with others from a similar or identical occupation and that comparison negatively impacts pay satisfaction. This comparison and its negative effect is particularly strong in high-prestige occupations. Based on survey data, Study 2 also showed that the average pay of others in occupations of similar prestige is negatively correlated with employees' pay satisfaction. This negative correlation was also stronger in higherprestige occupations. Our analysis highlights the importance of occupational prestige as a main factor influencing pay comparison.

show abstract

“…Results of these studies do not preclude the view that pay openness is important to the understanding of egalitarian pay, we suggest it instead underscores the prevalence of an equity‐based lens of sensemaking within organisations and that pay openness may result in a clash with such systems. Also of course, pay transparency, is not an ‘all or none’ phenomenon; openness and secrecy practices fall along a graduated continuum of practice (Marasi & Bennett, ). Along this continuum one finds various degrees of openness relative to items such as pay ranges, pay raises, pay averages, individual pay levels, and/or the entire pay structure.…”

Section: The Vital Role Of Communication In Egalitarian Pay Practicesmentioning

confidence: 99%

Making sense of egalitarian pay: Reconceptualising its treatment in organisations

Morand

Merriman

Deckop

2019

Human Res Mgmt Journal

View full text Add to dashboard Cite

In this paper, we offer an intraorganisational sensemaking perspective on how organisational members interpret egalitarian forms of pay. Specific focus is given to managerial (non)communication of diverse rationales for egalitarian pay practices. We integrate a wide range of research and descriptive accounts to organise schema‐relevant concepts into a typology of rationales that inform the sensemaking process, as ultimately observed in employee receptivity and response to egalitarian pay practices. The culmination of our conceptual development is a prescriptive framework on organisational communication of egalitarian pay practices to its members. We offer a future research agenda and propositions to test the validity of this developed framework and conclude with a discussion of limitations and theoretical and practical implications.

show abstract

Pay communication: Where do we go from here?

Cited by 42 publications

References 35 publications

The role of pay secrecy policies and employee secrecy preferences in shaping job attitudes

The role of pay secrecy policies and employee secrecy preferences in shaping job attitudes

Pay Referents and Satisfaction with Pay: Does Occupational Proximity Matter?

Making sense of egalitarian pay: Reconceptualising its treatment in organisations

Contact Info

Product

Resources

About