Focused vs. consolidated measures in performance pay systems.

Parenthood contributes substantially to broader gender wage inequality. The intensification of gendered divisions of paid and unpaid work after the birth of a child create unequal constraints and expectations such that, all else equal, mothers earn less than childless women, but fathers earn a wage premium. The fatherhood wage premium, however, varies substantially among men. Analyses of linked workplace-employee data from Canada reveal how organizational context conditions educational, occupational and family-status variation in fatherhood premiums. More formal employment relations (collective bargaining and human resource departments) reduce both overall fatherhood premiums and group differences in them, while performance pay systems (merit and incentive pay) have mixed effects. Shifting entrenched gendered divisions of household labour is thus not the only pathway to minimizing fathers’ wage advantage.

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Policy expectation moderates the relationship between merit pay policy effectiveness and public service motivation

Social Behavior and Personality An International Journal ◽

10.2224/sbp.4917 ◽

2017 ◽

Vol 45 (8) ◽

pp. 1305-1318 ◽

Cited By ~ 2

Author(s):

Fanrong Meng ◽

Jiannan Wu

Keyword(s):

Public Service ◽

Merit Pay ◽

Performance Pay ◽

Public Service Motivation ◽

Future Research ◽

Policy Effectiveness ◽

Pay Systems ◽

Managerial Implications ◽

Future Research Directions ◽

The Relationship

We explored how policy expectation influences the relationship between public service motivation (PSM) and perceived merit pay policy effectiveness among public sector employees. Using survey data from 581 Chinese compulsory school teachers, we tested the influence of merit pay policy on PSM using multiple regression analysis. The results demonstrated that the relationship between the perceived effectiveness of merit pay policy and PSM is U-shaped. That is, teachers' PSM declined in the case of a weak perception of policy effectiveness but improved when teachers perceived that policy effectiveness was high. In addition, policy expectations moderated this link, suggesting that taking this variable into account can help to improve teachers' acceptance of the reward policy. The theoretical and managerial implications relating to strategies for implementing performance pay systems, study limitations, and possible future research directions are discussed.

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Performance Pay Systems and the Gender Wage Gap

SSRN Electronic Journal ◽

10.2139/ssrn.2190160 ◽

2012 ◽

Cited By ~ 1

Author(s):

Richard Blaikie Fabling ◽

Arthur Grimes ◽

David C. Maré

Keyword(s):

Gender Wage Gap ◽

Wage Gap ◽

Performance Pay ◽

Pay Systems

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Effect of Participation in Performance Pay Systems and Employees’ Satisfaction with Job Conditions

JURNAL TERAPAN MANAJEMEN DAN BISNIS ◽

10.26737/jtmb.v3i2.217 ◽

2017 ◽

Vol 3 (2) ◽

pp. 154

Author(s):

Arman Ismail ◽

Aimi Anuar

Keyword(s):

Disaster Management ◽

Performance Pay ◽

Model Analysis ◽

Path Model ◽

Survey Method ◽

Pay Systems ◽

Employees Satisfaction ◽

Job Conditions ◽

The Relationship

<p>The aim of this research is to evaluate the association between participation in performance pay systems and employees’ satisfaction with job conditions. A survey method was utilized to collect data from subordinates who serve at disaster management agencies in West Malaysia. The findings of SmartPLS path model analysis display four important outcomes: first, the relationship between participation in pay plans and satisfaction with intrinsic job conditions was not significant. Second, relationship between participation in pay operations and satisfaction with intrinsic job conditions was not significant. Third, the relationship between participation in pay plans and satisfaction with extrinsic job conditions was significance. Finally, the relationship between participation in pay operations and satisfaction with extrinsic job conditions was significance. This finding demonstrates that participation in pay plans and participation in pay operations do not act as important predictors of employees’ satisfaction with intrinsic job conditions. Conversely, participation in pay plans and participation in pay operations do act as important predictors of employees’ satisfaction with extrinsic job conditions. Further, this research delivers discussion, implications and conclusion.</p>

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