Consequences of Satisfaction with Pay Systems: Two Field Studies

By Marcia P. Miceli, Paul W. Mulvey. 2000

145 citations recorded by the source corpus.

Subfields: General Health Professions, Public Administration

View Paper: https://www.semanticscholar.org/paper/c7dba3b9d1587d9bc224db82344d79913614b2fe

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

1. E. Whitener
2. Natasha Loncar
3. Kathryn M. Bartol
4. Yoav Ganzach
5. Amanuel Tekleab
6. Parbudyal Singh
7. Jyotsna Bhatnagar
8. F. Chiang

In Public Administration

1. E. Whitener
2. Natasha Loncar
3. Parbudyal Singh
4. Jyotsna Bhatnagar

Citations in the corpus

• The Impact of Pay and Promotion on Job Satisfaction: Evidence from Higher Education Institutes of Pakistan (2012, background): “They make up of a vital facet of mobility of labor related to workers, most frequently having considerable increment of wages[20].”
• Pay Satisfaction, Job Satisfaction and Turnover Intent (2010, methodology): “Employee dissatisfaction with pay, for instance, can decrease commitment to the job, increase stealing, and catalyze turnover (Currall et al. , 2005; Greenberg, 1990; Miceli and Mulvey, 2000).”
• Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment (2007, background): “Only a few studies have explored the role of human resource practices in literature (e.g., Allen, 1992; Guzzo et al., 1994; Miceli and Mulvey, 2000; Whitener, 2001).”
• Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling (2001, result): “The results of the cross-level analyses are not inconsistent with Ostroff and Bowen’s (2000) framework suggesting that human resource practices are significantly associated with employee perceptions and employee attitudes.”
• The transferability of management practices: Examining cross-national differences in reward preferences (2007, background): “…extensive body of literature demonstrates rewards’ powerful influence on motivation and performance (Gerhart & Milkovich, 1992; Youndt et al., 1996), retention and commitment (Lawler & Jenkins, 1992; Mowday et al., 1982), job satisfaction (Miceli & Mulvey, 2000), and turnover (Miller et al., 2001).”
• Do “high commitment” human resource practices affect employee commitment? (2001, result): “The results of the cross-level analyses are not inconsistent with Ostroff and Bowen’s (2000) framework suggesting that human resource practices are significantly associated with employee perceptions and employee attitudes.”
• Pay Contingency and the Effects of Perceived Organizational and Supervisor Support on Performance and Commitment (2009, background): “Moreover, because of associations between pay contingency and POS (e.g., Eisenberger, Rhoades, et al., 1999; Johlke et al., 2002; Miceli & Mulvey, 2000), and the complex effects of pay contingency on performance (e.g., Beersma et al., 2003; Jenkins et al., 1998), an experimental design is…”
• Is it pay levels or pay raises that matter to fairness and turnover (2005, background): “Miceli and Mulvey (2000), too, have called attention to the fact that most justice related studies have focused on pay level satisfaction despite considerable evidence that pay satisfaction is multidimensional (e.g., Heneman & Schwab, 1985; Judge, 1993; Judge & Welbourne, 1994; Miceli & Lane, 1991).”