The impact of the high technology crisis on CEO compensation

The paper empirically examines CEO compensation in 125 UK high technology firms in an attempt to identify and understand any changes in the pay system evident after the global technology market correction in 2000. We find evidence that link between executive pay and market returns weakened and that the fixed component of executive pay in these companies rose post-adjustment. These changes appear to compensate executives for the increased risk associated with variable pay rather than rectify any perceived problems with executive incentives pre-2000

Fit Perceptions, Work Engagement, Satisfaction and Commitment

Purpose: The purpose of this paper is to explore the relationship between fit (organization and job) perceptions and work engagement (WE). Design/methodology/approach: The authors deployed a two-wave survey among 377 clerical employees of the specialist lending division of a large UK bank, with the waves separated by 12 months. Findings: The results show a positive relationship between person organization (PO) and person job (PJ) fit perceptions (at Time 1) and WE (at Time 2). Job satisfaction (JS) and affective commitment (AC) dual-mediate these relationships. The effect of PO fit on WE manifests primarily via AC, while the effect of PJ fit manifests primarily via JS. Practical implications: The study indicates that organizations should consider the fit of employees to their jobs and the organization when designing interventions intended to increase WE. Also, potential synergies exist between organizational interventions designed to influence employee attitudes focused on similar units of analysis: e.g., PJ fit with JS or PO fit with AC. Originality/value: This study provides the first investigation of the dual-mediation, via JS and AC, of the effects of both PJ and PO fit on WE. Furthermore, the use of a time-lagged design strengthens the evidence for the novel hypotheses of this study and enables verification of findings in the extant literature.</p

Facets of job satisfaction and work engagement

This study analyzes the relationship between the the facets of job satisfaction and the work engagement. Previous studies that focus on the linkages between work engagement and overall job satisfaction ignore the multi-faceted nature of job satisfaction construct. In this study, how job satisfaction facets are linked to three dimensions of work engagement - i.e. vigor, dedication and absorption- is discussed by drawing on the Social Exchange Theory. The cross-lagged data used in this study comes from the specialist lending division of a UK bank. The Linear Multiple Regression analyzes are run to test the proposed theoretical model. The results show that among all the job satisfaction facets, the ‘satisfaction with work itself’ is the key driver of all dimensions of work engagement i.e. vigor, dedication and absorption. The ‘satisfaction with conditions’ is negatively linked to absorption of employees in their work. This means that the employees with high workload might not be absorbed in their work. Finally, it is found that employees who are satisfied with the communication in their work are also absorbed in their work. This study contributes to our knowledge of the drivers of work engagement over time. The facets of job satisfaction as the drivers help us to have a comprehensive understanding of the link between the job satisfaction facets and work engagement. This study first contributes to the work engagement literature which has neglected the multi-dimensional approach of job satisfaction. This study also contributes to the limited number of work engagement studies conducted in service sector and in UK