The Relationships Among Organizational Context, Pay Dispersion, and Among Managerial Turnover

By Matt Bloom, John G. Michel. 2002

403 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/76fdbdf056b90c0259509b24bd0dd28b0f6dd0a4

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In Accounting

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Organizational justice perceptions and pay level satisfaction (2011, background): “Further, there has been some support that wide pay differentials within a company can have an impact on product quality (Cowherd and Levine, 1992) and turnover (Bloom and Michel, 2002).”
When much more of a difference makes a difference: Social comparison and tournaments in the CEO's top team (2015, background): “Similarly, it is important to study the implications of pay, power, and similarity for executive departures (Bloom & Michel, 2002) because there is a growing interest in the relationship between key players mobility and firm performance (Aime et al., 2010).”
Human resource management practices and workers' job satisfaction (2008, background): “An exception is Bloom and Michel (2002), who discuss the advantages and disadvantages of dispersed and compressed “actual” pay structures.”
The Effects of Top Management Team Pay and Firm Internationalization on MNC Performance (2004, background): “Similarly, Bloom and Michel (2002)reported that TMT pay differences resulted in higher managerial turnover, and both poor job performance and turnover are likely to have negative effects on a TMT’s information-processing capacity.”
The functions and dysfunctions of hierarchy (2010, background): “Income disparity is obviously a form of hierarchy (Keltner et al., 2003; Marmot, 2004; Ng, 1980; Weber, 1947) and pay differences are often a sign of asymmetries in status and power as well (Bloom & Michel, 2002; Davis & Moore, 1945; Desai, Brief, & George, 2010; Frank, 1985).”
PAY SYSTEM CHARACTERISTICS AND QUIT PATTERNS OF GOOD, AVERAGE, AND POOR PERFORMERS (2007, neutral): “…prediction of a positive dispersion/turnover relationship is premised on the assumption that dispersion is based on performance grounds (e.g., see Bloom & Michel, 2002); the expectation of a negative relationship is premised on the assumption that dispersion is based on seniority (e.g., Powell…”
Overpaid CEOs and Underpaid Managers: Fairness and Executive Compensation (2006, background): “Bloom and Michel (2002) found evidence that managerial turnover was higher and average tenure was lower in organizations that had more dispersion in their pay structures, and suggested that while high pay dispersion enabled firms to keep so-called stars, such policies created instability and…”
Politically connected boards and top executive pay in Chinese listed firms (2015, background): “Others adopt perspectives rooted in social-psychological arguments, such as social comparison theory and suggest that pay dispersion is associated with increased executive turnover and decreased firm performance (Bloom and Michel, 2002; Siegel and Hambrick, 2005).”
Work Motivation: Directing, Energizing, and Maintaining Effort (and Research) (2012, background): “…a title in Oxford Handbooks Online for personal use (for details see Privacy Policy). an organization—predicts greater manager and employee turnover (Bloom & Michel, 2002), lower job satisfaction, productivity, and collaboration (Pfe er & Langton, 1993), and in major league baseball teams, fewer…”
Job Satisfaction in The Public Service (2011, background): “Pay can entice individuals to join and remain within an organization (Bloom and Michel 2002).”
5 Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and a Venture into the Future (2008, background): “Bloom and Michel (2002) found that a firm’s pay distribution affects turnover as well.”