Understanding pay satisfaction in public sector: evidence from Sri Lanka

Wickramasinghe, Vathsala

doi:10.1108/jabs-02-2021-0078

Cited by 6 publications

(2 citation statements)

References 54 publications

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“…When I committed a mistake, I was judged harshly as my male colleague who committed a similar mistake received more leniency. Wickramasinghe (2023) notes that it is crucial to understand compensation methods and prioritise employee satisfaction. Implementing this approach facilitates the establishment of equitable conditions, encourages the integration of varied individuals and empowers a wide range of skills, cultivating a just and harmonious work environment that benefits all stakeholders.…”

Section: Selection and Evaluation Based On Masculinitymentioning

confidence: 99%

The saga of struggling diversity in the 21st century: a qualitative study

Chaubey,

Kuknor

2024

JABS

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Purpose This paper aims to examine the barriers that act as a hindrance and are the reason behind the struggles for the successful practice of diversity and inclusion. It also provides suggestions that organisations across the Asian region can adopt to have a conducive work environment to flourish diversity and inclusion. Design/methodology/approach Qualitative data were collected from 21 in-depth semi-structured interviews, where the male and female interviewee ratio was 6:4. The interviewees were diversity and inclusion leaders, diversity and inclusion consultants and human resources (HR) experts from Asian countries such as India, Sri Lanka, Malaysia, UAE, Singapore, Bangladesh and Nepal. The interviewees belonged to varied industries, including information technology, automobile, manufacturing, engineering, logistics and independent consultants. Every interview recorded was transcribed, and an inductive content analysis technique was used using NVivo. Broad themes and several antecedents were identified which hinder the successful practice of diversity and inclusion. Findings There exists a patriarchal mindset in society as the main reason; that is why Asian countries are finding it difficult and are struggling to embrace diversity and inclusion successfully. There is a lack of awareness amongst managers about how inclusive gender diversity impacts the company’s financial status. Reports show that companies that have female board members have better profit margins in comparison to those that do not. Research limitations/implications This study was conducted within one industry setting, the service sector; therefore, the findings may not apply to other industries because of the different organisational cultures and HR policies. Practical implications This study offers managerial implications that can help the organisation foster and embrace diversity and inclusion by overcoming the barriers. Social implications There should be fair and equitable inclusivity of females in the workplace. Female employees should be heard without biases and discrimination and allowed to speak up with equity. Females should not be seen differently during organisational decision-making, participation and empowerment. Originality/value To the best of the authors’ knowledge, this study is one of the few to explore the challenges faced by Asian region organisations to embrace diversity and inclusion by empirical evidence. The study shows how the Asian region struggles to go beyond gender diversity and move away from patriarchal hegemony, which is the study’s unique contribution.

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Section: Selection and Evaluation Based On Masculinitymentioning

confidence: 99%

The saga of struggling diversity in the 21st century: a qualitative study

Chaubey,

Kuknor

2024

JABS

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“…For the past four decades, scholars worldwide have substantiated the notion of monetary wisdom, examining the relationships between this money construct and various positive and negative outcomes in more than 50 countries across six continents (Bloomberg, 2016; see Luna‐Arocas & Tang, 2015; Tang, Sutarso, Ansari, Lim, Teo, Arias‐Galicia, Garber, Chiu, Charles‐Pauvers, Luna‐Arocas, Vlerick, Akande, Allen, Al‐Zubaidi, Borg, Canova, et al, 2018). We include some selected countries and references, including under‐researched nations below: Canada, China, India, the Netherlands, the US (a 20‐country study, Bloomberg, 2016), the Czech Republic (Lemrová et al, 2014), Indonesia (Wicaksono & Urmsah, 2016), Kazakhstan, Kyrgyzstan, Uzbekistan (Tynalie & Erdener, 2019), Macedonia (Sardžoska & Tang, 2015), Pakistan (Chaudary et al, 2022), Sri Lanka (Wickramasinghe, 2022), Swaziland (Gbadamosi & Joubert, 2005), Thailand (Ariyabuddhiphongs & Hongladarom, 2011), Turkey (Süer et al, 2017), Uganda (Nkundabanyanga et al, 2011), UK (Wang & Krumhuber, 2017), Vietnam (Le & Kieu, 2019), and Zimbabwe (Mutipi, 2020).…”

Section: Theory and Hypothesismentioning

confidence: 99%

Behavioral economics and monetary wisdom: A cross‐level analysis of monetary aspiration, pay (dis)satisfaction, risk perception, and corruption in 32 nations

Tang

Özbek

et al. 2023

Business Ethics Env & Resp

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Corruption involves greed, money, and risky decision-making. We explore the love of money, pay satisfaction, probability of risk, and dishonesty across cultures. Avaricious monetary aspiration breeds unethicality. Prospect theory frames decisions in the gains-losses domain and high-low probability. Pay dissatisfaction (in the losses domain) incites dishonesty in the name of justice at the individual level. The Corruption Perceptions Index, CPI, signals a high-low probability of getting caught for dishonesty at the country level. We theorize that decision-makers adopt avaricious love-of-money aspiration as a lens and frame dishonesty in the gains-losses domain (pay satisfaction-dissatisfaction, Level 1) and high-low probability (CPI, Level 2) to maximize expected utility and ultimate serenity. We challenge the myth:Pay satisfaction mitigates dishonesty across nations consistently. Based on 6500 managers in 32 countries, our cross-level three-dimensional visualization offers the following discoveries. Under high aspiration conditions, pay dissatisfaction excites the highest-(third-highest) avaricious justice-seeking dishonesty in high (medium) CPI nations, supporting the certainty effect. However, pay satisfaction provokes the second-highest avaricious opportunity-seizing dishonesty in low CPI entities, sustaining the possibility effect-maximizing expected utility.Under low aspiration conditions, high pay satisfaction consistently leads to low dishonesty, demonstrating risk aversion-achieving ultimate serenity. We expand prospect theory from a micro and individual-level theory to a cross-level theory of monetary wisdom across 32 nations. We enhance the S-shaped Curve to three 3-D corruption surfaces across three levels of the global economic pyramid, providing novel insights into behavioral economics, business ethics, the environment, and responsibility.

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