Pay Equity

Sady, Kayo; Hanvey, Chester

doi:10.1007/978-3-319-74612-8_9

Cited by 3 publications

(2 citation statements)

References 7 publications

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“…However, before assessing the value of each position, an organization must first identify the work-relat-ed characteristics that will be used to determine compensation levels -in other words, compensable factors (Mourad, 2023). Here are some examples of compensable elements that are commonly employed in lower-level jobs: physical demands, responsibility, accountability for others' safety, supervisory or managerial responsibilities, working circumstances, health threats, social contact, and manual dexterity (Torre et al, 2015;Sady & Hanvey, 2018).…”

Section: Internal Equitymentioning

confidence: 99%

“…Because supply and demand fluctuate so much between markets, wages vary widely (Azar et al, 2020). Geographical position, industry sectors, union status, size of the organization, product competition, company prestige, available workforce experience and education level, and job-specific licensing or certification requirements all contribute to salary disparities between markets (Romanoff et al, 1986;Sady & Hanvey, 2018). A mix of these factors influences the labor Wages may be greater than necessary if the market is narrowly defined (Strah et al, 2022).…”

Section: External Equitymentioning

confidence: 99%

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The effect of pay equity on organizational commitment in higher education institutions in Bangladesh

Siddikur Rahman,

Md Som,

Niamul Karim

et al. 2023

Problems and Perspectives in Management

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Pay inequity seems to be a major concern at private universities in developing countries. Therefore, this study, drawing on equity and relative deprivation theories, aims to investigate the role of pay equity in shaping the organizational commitment of university faculty members in Bangladesh. It used the convenience sampling method with a structured questionnaire. Participants in the study were 254 full-time faculty members, including lecturers, assistant professors, associate professors, and professors from private universities in Bangladesh. A t-test comparing different categories of faculty members showed no noteworthy distinctions between their responses regarding pay equity and organizational commitment. Then, the study employed variance-based structural equation modeling (PLS-SEM) to analyze the data and validate the research model. According to the findings, internal pay equity positively and significantly affects affective (β = 0.327, p &lt; 0.05) and normative commitment (β = 0.579, p &lt; 0.05). Moreover, external pay equity is significantly associated with affective (β = 0.488, p &lt; 0.05) and continuance commitment (β = 0.492, p &lt; 0.05). However, the impact of internal pay equity on continuance commitment (β = 0.150, p = 0.165) was insignificant. Similarly, the relationship between external pay equity and normative commitment (β = 0.170,&nbsp;p = 0.263) was also insignificant. The findings indicate that higher education institutions can stimulate the organizational commitment of academics by promoting pay equity.

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Section: Internal Equitymentioning

confidence: 99%