The new age of pay transparency

Trotter, Richard; Zacur, Susan Rawson; Stickney, Lisa T.

doi:10.1016/j.bushor.2017.03.011

Cited by 41 publications

(37 citation statements)

References 22 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…On this basis, basic guidelines for effective motivation can be formulated, including using openness to employees and treating them as partners, treating work as an intellectually important challenge that stimulates employees to innovate, promoting independence and professional development and practicing transparency in remuneration. [36,37]. To build an appropriate system, it is necessary to have up-to-date knowledge about the needs of employees and their expectations.…”

Section: Literature Reviewmentioning

confidence: 99%

Structure of Remuneration as Assessed by Employees of the Energy Sector—Multivariate Correspondence Analysis

et al. 2021

View full text Add to dashboard Cite

Remuneration policy is an element of company management. Remuneration systems should be flexible and evolutionary. They must consider not only the changes in the external environment but, most of all, the changing needs of the internal environment. In practice, this means aligning the company’s strategy and goals with the remuneration system. What is more, the remuneration policy must be consistent with all personnel substrategies, which should systematically create integrated human capital management. The aim of our research was to determine how employees perceive the appropriate structure of remuneration and how the relationships between the elements that make up the structure of remuneration are perceived. Energy sector employees were selected for the study, dividing the group of respondents by gender, age and level of education. The obtained data were submitted to multivariate correspondence analysis. The analysis of the perception map for the variables of gender, age and education, as well as the subjective assessment of the components of remuneration, allows the general assertion that both men and women believe that the amount of the fixed part of remuneration should be influenced by such elements as: work efficiency, education, seniority in the current place of employment, position in the hierarchy of the position held, as well as the level of salaries in the labor market. But people aged 60 and over with a vocational education tend to believe that the amount of the fixed part of remuneration should be influenced by collective agreements. Moreover, people aged 25–34 with higher education believe that the granting of additional benefits should not be affected by collective labor agreements.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Structure of Remuneration as Assessed by Employees of the Energy Sector—Multivariate Correspondence Analysis

et al. 2021

View full text Add to dashboard Cite

show abstract

“…The extant literature on pay transparency more broadly suggests that potential benefits include both the identification of gross wage gaps and the ability to see and address particular instances of discriminatory pay, leading to increased wages for marginalized groups (Castilla 2015; Trotter et al. 2017).…”

Section: Gendered Pay Discrimination and Transparencymentioning

confidence: 99%

“…Gendered wage inequality remains a persistent issue. Pay secrecy, which limits the detection of individual and systemic underpayment, has recently come under increased scrutiny as a barrier to equitable pay (Kim 2015; Risher 2014; Trotter, Zacur & Stickney 2017). If workers and their representatives are unaware of similar coworkers’ pay, it is difficult to detect and challenge discrimination.…”

Section: Introductionmentioning

confidence: 99%

“…The relatively small body of research on pay transparency to date has not investigated this possibility, focusing on estimating direct relationships by comparing wage gaps across jurisdictions or contexts with and without transparency legislation (Cullen and Perez‐Truglia 2018; Kim 2015; Risher 2014; Trotter et al. 2017). This has provided useful insight into how individuals perceive or respond to pay gaps within firms, as well as the impact of transparency initiatives on wage gaps in the (often limited) contexts where they are in force.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

BB see: Transparency legislation and public discussions of wage inequality

Treleaven

Fuller

2021

Canadian Review of Sociology

View full text Add to dashboard Cite

Disparities in compensation persist between men and women. Wage transparency, which enables workers to compare their compensation to what others receive in their organization, can be an important tool for redressing specific intra‐firm disparities tied to discriminatory processes. Drawing on newspaper reports about gender pay differentials, we provide the first analysis of whether a public disclosure of pay transparency corresponds to a shift in broader public discourse, as represented by news coverage. Thematic analysis of newspaper coverage of the gender pay gap in Britain before and after the high‐profile release of BBC wage data in 2017 reveals a shift from choice‐based explanations to those emphasizing structural inequality and discrimination. The findings suggest that wage transparency coupled with news media attention may not only identify inequitable pay in firms, but also work more broadly to create space to discuss discriminatory practices and redress for pay disparities.

show abstract

“…Many organizations are moving away from pay secrecy policies. Executive Order 13665 prohibits pay secrecy for government contractors (Trotter, Zacur, & Stickney, 2017). If employees are told not to discuss pay with coworkers, they are left to their own devices to come up with the information they need (because employees will evaluate their outcomes).…”

Section: Implementation Guide For Equity Theorymentioning

confidence: 99%

Sweet Rewards: An Exercise to Demonstrate Process Theories of Motivation

Holbrook

Chappell

2018

Management Teaching Review

View full text Add to dashboard Cite

Motivation is a fundamental component in management and organizational behavior courses. At the same time, it can be a complicated topic for teaching and learning due to the number of popular models and theories. The activity described here is a simple and fast way to illustrate the components of two of the most important and practical motivation theories—Equity Theory and Expectancy Theory. The impact of the activity will be realized the moment a disproportional reward is made. We outline implementation steps and provide an extensive list of questions to check students’ understanding of motivation theories. We also provide additional resources (i.e., media suggestions, discussion slides) to enhance classroom presentations. This exercise is designed primarily for management and organizational behavior courses. It can be used effectively with a variety of audiences (i.e., undergraduate, graduate, executive).

show abstract

The new age of pay transparency

Cited by 41 publications

References 22 publications

Structure of Remuneration as Assessed by Employees of the Energy Sector—Multivariate Correspondence Analysis

Structure of Remuneration as Assessed by Employees of the Energy Sector—Multivariate Correspondence Analysis

BB see: Transparency legislation and public discussions of wage inequality

Sweet Rewards: An Exercise to Demonstrate Process Theories of Motivation

Contact Info

Product

Resources

About