Group Incentives and Pay Satisfaction: Understanding the Relationship Through an Identity Theory Perspective

The goal of this paper is to develop a conceptual model based on identity theory to specify the relationship between group incentives and pay satisfaction. Pay satisfaction, as currently measured, does not include items that directly assess group-based rewards, therefore, any changes in pay satisfaction associated with group incentive implementation would be the result of some spillover effect. Identity theory is employed to model this effect by delineating how group incentives tap salient work-related roles; the theory also has implications for various behavioral consequences. The research described in this paper tests two hypotheses derived from the conceptual model. These hypotheses are tested in two quasi-experimental field studies conducted in a high technology firm and a consumer products company that both implemented gain sharing programs. The findings indicate that gainsharing plans can be viewed as either a benefit or as part of individual pay based on the ability of the incentive plan to activate salient work roles

Employee Compensation: Research and Practice

[Excerpt] An organization has the potential to remain viable only so long as its members choose to participate and engage in necessary role behaviors (March & Simon, 1958; Katz & Kahn, 1966). To elicit these contributions, an organization must provide inducements that are of value to its members. This exchange or transaction process is at the core of the employment relationship and can be viewed as a type of contract, explicit or implicit, that imposes reciprocal obligations on the parties (Barnard, 1936; Simon, 1951; Williamson, 1975; Rousseau, 1990). At the heart of that exchange are decisions by employers and employees regarding compensation

Framework of Socialisation, Authentic Leadership and Affective Commitment for Construction Professionals

This paper highlights the human resources (HR) or behaviour-related success factors in construction projects, and these are training, understanding, co-worker support, future prospects, authentic leadership, and affective commitment. There exists discrepancies in existing literature regarding the factor structure of organisational socialisation and authentic leadership. Therefore, this study aims to explore the factor structure of socialisation, authentic leadership and affective commitment. Data was gathered from 301 newly joined construction professionals and  Confirmatory Factor Analysis (CFA) was conducted to examine the factor structure for organisational socialisation, authentic leadership and affective commitment. A measurement model was further developed using the domains of organisational socialisation, authentic leadership and affective commitment. The results of CFA revealed that there exists four zero-order factor structure for organisational socialisation, and one zero-order factor structure for authentic leadership. The study contributes to both the researcher and practitioner communities by integrating the three constructs and validating the factor structure in the new context (i.e. construction). Further, the study contributes towards improving HR processes, namely, training, reward system, and induction process. It also helps in augmenting the authenticity among the project participants

Antecedents of job satisfaction: A study of telecom sector

This study is based on the assumption that “a happy worker is a productive workerâ€. The research was conducted to identify the significance of those factors that lead towards job satisfaction and commitment of employees working in the telecom sector of Pakistan. The associations among pay and benefits, performance appraisal system, career development and management, supervision and collegiality and open communication (independent variables) were investigated with job satisfaction (dependent variable). The relationship between job satisfaction (dependent variable) and job commitment (outcome) was also hypothesized. Through questionnaire survey responses from 221 employees working at managerial and non-managerial positions were collected, which showed the significant association of supervision and collegiality and open communication on job satisfaction. Furthermore, job satisfaction was also found highly correlated and dependent upon job commitment. Managerial implications and conclusions are presented based upon these results.Labor and Human Capital,

New Jersey 9-1-1 Consolidation Study: Site Visit Results and Implications for Consolidation

In 1999, the Center for Government Services at Rutgers, The State University of New Jersey completed a study of New Jersey's E9-1-1 system. The study offered a snapshot of the extensive and decentralized network of communications centers that receive incoming calls requesting emergency assistance and that dispatch police, fire, and medical units. In 2005, the New Jersey Office of Management and Budget commissioned the John J. Heldrich Center for Workforce Development at Rutgers University to build on the findings of the 1999 study by exploring ways to improve the efficiency of New Jersey's E9-1-1 system while maximizing the use of available funding.This report is the result of site visits and interviews with officials from 12 PSAPs. The focus of this report is on the current landscape of local operations, funding, staffing, equipment, and technology. In addition, this report identifies issues associated with consolidation, including barriers and opportunities, and presents recommendations for promoting consolidation in New Jersey. It is the third of four deliverables to be produced by the Heldrich Center for the State of New Jersey's 9-1-1 Consolidation Study.Presently, there are over 200 Public Safety Answering Points (PSAPs) and more than 100 enhanced Public Safety Dispatch Points (PSDPs) operating in New Jersey. The central goal of this study is to determine whether a consolidation of PSAPs and PSDPs could reduce costs while maintaining and/or improving the level of service. In this report, consolidation is defined as the reduction in the number of locally managed PSAPs and PSDPs that provide emergency communications services

Attitude Discrepancy and Its Influence on Turnover Intention Among IS Professionals

Acquiring and retaining skilled IS professionals is a crucial success factor for organizations. Skilled IS professionals become even more important considering that organizations are constantly trying to improve through new innovative information technology. We plan to uncover the effects of conflicting explicit and implicit attitudes towards innovative technologies on job satisfaction and turnover intention, using blockchain technology as an example. We hypothesize that organizational factors such as IT capabilities and innovation support might have different effects on explicit and implicit attitudes, leading to attitude discrepancy, which negatively affects job satisfaction and increases turnover intentions. We plan to use a single concept implicit association test and a survey to assess implicit and explicit attitudes. Through our research, we expect to provide a better understanding of antecedents of job satisfaction and turnover intention on an organizational level that allows to derive better management practices for handling innovative technologies

Three Strategies for Managing through Economic Change

[Excerpt] Since its implementation, strategic human resource management has helped assuage the age-old conflict formerly accepted to be inherent between employees and management. The interests of these two parties have long been erroneously assumed to be diametrically opposed. Nevertheless, the development of effective strategic HR policies has demonstrated that gains for both businesses and workers can be made by pursuing more collaborative relations between the two. Specifically, the utilization of effective talent management and career development strategies has gone a long way toward producing a more amicable relationship between employees and management, and by extension more productive and profitable firms

The role of organizational and individual variables in aircraft maintenance performance

Aviation maintenance has been identified by the FAA as an area where better efficiency is needed to cope with ever increasing workloads. However, aviation maintenance has also been identified as one of the major causes of accidents. Consequently, if further efficiencies are to be achieved, they cannot come at the cost of reduced safety margins. The present study employed a safety climate approach to assist in the development of a model that can help to explain morale, psychological health, turnover intentions, and error in the aviation maintenance environment. An instrument called the Maintenance Environment Survey was developed and administered to 240 personnel responsible for maintenance of a large military helicopter fleet. Data collected through the survey were used to develop a structural model that predicted 45 per cent of the variance in psychological health, 67 per cent of the variance in morale, 27 per cent of the variance in turnover intentions, and 44 per cent of the variance in self-reported maintenance errors. The model shows the pathways through which organizational level and individual level variables can influence work outcomes and leads to suggestions for interventions that can help to improve maintenance efficiency

A Primer on Talent Management

{Excerpt} Critical talent is scarce (and about to become scarcer) because of three trends: the ongoing retirement of the Baby Boom Generation , a widening skills gap, and large-scale social integration (driving rapidly changing lifestyles). Talent management has become one of the most pressing topics in organizations (even if very few have strategies and operational programs in place with which to identify, recruit, develop, deploy, and retain the best). The competition for talent will define organizational milieus for a couple of decades to come. Springing from the three trends, several drivers fuel the emphasis: • Workforce demographics are evolving. • The context in which organizations conduct their operations is increasingly complex and dynamic. • More efficient capital markets have enabled the rise of small and medium-sized organizations that offer opportunities few large organizations can match, exerting a pull across the talent spectrum. • In knowledge economies, talent is a rapidly increasing source of value creation. • A demonstrated correlation between talent and organizational performance exists: talented individuals drive a disproportionate share of organizational effectiveness. (Value creation extends beyond individual performance differentials.) • Financial markets and boards of directors demand more. • The mobility of personnel is quickening on a par with changing expectations. If talent is hard to find, it is becoming harder to keep

The Importance of Time Congruity in the Organisation.

In 1991 Kaufman, Lane, and Lindquist proposed that time congruity in terms of an individual's time preferences and the time use methods of an organisation would lead to satisfactory performance and enhancement of quality of work and general life. The research reported here presents a study which uses commensurate person and job measures of time personality in an organisational setting to assess the effects of time congruity on one aspect of work life, job-related affective well-being. Results show that time personality and time congruity were found to have direct effects on well-being and the influence of time congruity was found to be mediated through time personality, thus contributing to the person–job (P–J) fit literature which suggests that direct effects are often more important than indirect effects. The study also provides some practical examples of ways to address some of the previously cited methodological issues in P–J fit research