Pay satisfaction of R&amp;D personnel in manufacturing organizations: The role of career comparison process

Das, Priyadarshini; Bhadury, Bikash

doi:10.1016/s1047-8310(97)90001-8

Cited by 9 publications

(3 citation statements)

References 27 publications

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“…A meta-analytic analysis by Judge, Piccolo, Podsakoff, Shaw, and Rich 31 on the relationship of pay level to job and pay satisfaction suggested that pay level had a very modest positive relationship with job and pay satisfaction. Another study by Das and Bhadury 32 suggested that increases in salary lead to increased satisfaction with pay level.…”

Section: Dimensions Of Pay Satisfactionmentioning

confidence: 99%

A Study of Pay Satisfaction and Work-to-Family Conflict

Khokhar¹,

Zia‐ur‐Rehman

2014

Compensation & Benefits Review

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The authors suggest that employees offset their work–family conflict (WFC) levels with their pay satisfaction levels, on the basis of exchange and justice theories. Data was randomly collected from public sector teachers working in 95 public sector primary and secondary schools located in Islamabad and Rawalpindi cities, Pakistan. Results indicate that satisfaction with pay has a negative relationship with WFC. An analysis of the dimensions of pay satisfaction indicate that satisfaction with pay level, benefits level and pay structure was negatively related to WFC, but pay raises were not. Age moderate the relationship between satisfaction with pay and WFC such that higher pay satisfaction decreases WFC more for younger employees than the older employees.

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Section: Dimensions Of Pay Satisfactionmentioning

confidence: 99%

A Study of Pay Satisfaction and Work-to-Family Conflict

Khokhar¹,

Zia‐ur‐Rehman

2014

Compensation & Benefits Review

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“…Además de las necesidades financieras, los profesionales tecnológicos tienen otro tipo de necesidades, principalmente de formación y de reconocimiento, las cuáles pueden estar precisamente condicionadas por el grado de diversidad del grupo de trabajo. También hay que tomar como referencia los incentivos que existen en otras empresas de alta tecnología porque distintos estudios indican que el grado de satisfacción del personal de I+D con el sueldo e incentivos que reciben, está en muchas ocasiones condicionado por la comparación que hacen con los recibidos por sus colegas de otras empresas del sector (Das y Bhadury, 1997).…”

Section: El Sistema De Incentivos En Las Empresas De Alta Tecnologíaunclassified

Género y nueva economía: ¿se romperá el techo de cristal?

Carnicer

Sánchez

Pérez

2011

Acciones investig. soc.

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El desarrollo de las actividades de la Nueva Economía y la creciente participación de la mujer en profesiones tecnológicas, sugiere la hipótesis de que la Nueva Economía y otras actividades relacionadas representen un giro hacia una menor discriminación y un acceso más rápido de la mujer hacia puestos de mayor responsabilidad en estas actividades que en las de la economía tradicional. Este trabajo plantea las implicaciones que esta tendencia tiene para la gestión de los Recursos Humanos a través del sistema de compensación de la empresa. El trabajo realiza una revisión de la literatura sobre género, compensación e innovación, con la que se establecen diversas hipótesis a contrastar con empresas de alta tecnología y de la Nueva Economía.Palabras clave: Discriminación de género. Compensación e incentivos. Alta tecnología. Nueva Economía.

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“…LMX is shown to impact supervisory ratings of job performance (Duarte, and Goodson, 1994;Graen and Novak, 1982), autonomy (Scandura, Graen and Novak, 1986) and frequency of promotions of the subordinates (Wakabayashi, Graen, Graen and Graen, 1988) among other employee outcomes. In a study of 390 R&D pro-fessionals (who also work in project teams), Das and Bhaduri (1997) found that differential job responsibilities of the team members in a project team had an impact on pay expectation. The low and high quality of exchanges vary in terms of decision latitude given to the subordinate (Dansereau, Graen and Haga, 1975), the leader's communication (Baker and Ganster, 1985), and the level of trust in and empowerment of the subordinates (Gomez and Rosen, 2001).…”

Section: Lmx Voice and Procedural Justicementioning

confidence: 99%

Pay Satisfaction of Software Professionals in India

Bhal¹,

Gulati²

2007

Vikalpa: The Journal for Decision Makers

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This study explores pay satisfaction-related issues of software professionals in India, specifically assessing the impact of different dimensions of pay satisfaction on intent to leave. Since satisfaction with pay is an emotional/affective reaction and is likely to be influenced by personal and environmental factors, the study explores some social psychological processes like leader-member exchange, justice, and voice that are likely to impact pay satisfaction of these professionals. Using a sample of 306 software professionals drawn from various organizations, the study tests the various hypotheses. Three broad trends emerge from the data: First, process dimensions of pay satisfaction are better predictors of the professionals' intention to leave the organization. Second, distributive justice predicts both the amount and process dimensions of pay satisfaction whereas procedural justice predicts only the process dimensions. Finally, the hypothesis that LMX leads to voice which leads to procedural justice which in turn leads to satisfaction with the process dimensions of pay satisfaction found support from the data and the strength of relationships was stronger for structure and administration dimension as compared to raises dimension of pay satisfaction. The findings suggest that though pay levels are important, the HR Department needs to make additional efforts towards the processes through which pay and raises are determined as these processes might provide the crucial advantage for retaining software professionals in an environment where salary levels are competitive. Additionally, since both the pay-related processes and procedural justice are important, these processes need to be both effective and fair. Though fairness in appraisal and pay- related processes can be built through various HR systems like participation (voice), the results show that these processes will be effective only if they are implemented well by the immediate leader. The results have implications for leadership development and training on appraisal and pay-related processes. Unless the leaders are trained appropriately and made aware of the social psychological processes that go on in a team, the design of systems by the HR Department may not be effective. Since distributive justice is an important predictor of pay satisfaction, comparison with relevant others plays an important role in pay satisfaction. The HR Departments in these organizations needs to identify pay levels that compete in the market. Indians are shown to have a familial identity and value the opinions of their kith and kin; hence, acknowledging and incorporating the inputs of social comparison person (family and friend) might provide more useful insights into how these professionals perceive distributive justice.

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Pay satisfaction of R&D personnel in manufacturing organizations: The role of career comparison process

Cited by 9 publications

References 27 publications

A Study of Pay Satisfaction and Work-to-Family Conflict

A Study of Pay Satisfaction and Work-to-Family Conflict

Género y nueva economía: ¿se romperá el techo de cristal?

Pay Satisfaction of Software Professionals in India

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