The DOI matches its Crossref record; 63 of the 63 references it cites were found in a registry or an index.
The effects of pay level on organization‐based self‐esteem and performance: A field study
Abstract
Most compensation managers implicitly assume (or perhaps hope) that high pay levels will maintain and enhance future performance. To date, this assumption has been largely untested. Given the importance of pay level and the large expense that pay represents to most organizations, understanding how and why pay level influences the behaviour of employees in organizations is an important question. The purpose of this study is to examine the motivational effects of pay level on employee performance. To examine these issues, we collected field study data from a variety of sources, at three different times, and assessed the effects of employee pay level on subsequent self‐esteem and performance. Specifically, we hypothesized that the effects of pay level on performance would be mediated by pay level effects on organization‐based self‐esteem. We base this hypothesis on the premise that level of pay within an organization communicates a sense of how much the organization values an employee and thus affects employee organization‐based self‐esteem which, in turn, enhances job performance. After controlling for organization tenure, and previous pay change, results supported a mediated model that suggests that pay level affects employee self‐esteem, which in turn, affects employee performance.
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“This is because individuals interpret monetary rewards as indicative of their competence, value, or worth to their organization (Gardner, Dyne, & Pierce, 2004;Kuvaas, 2006).”
From What satisfies younger versus older employees, and why? An aging perspective on equity theory to explain interactive effects of employee age, monetary rewards, and task contributions on job satisfaction (2020) · cites this paper as Gardner, Dyne, & Pierce, 2004
In the citing paper
“Monetary rewards are thus thought to signal appreciation and recognition, thereby leading to job satisfaction (Gardner et al., 2004).”
From What satisfies younger versus older employees, and why? An aging perspective on equity theory to explain interactive effects of employee age, monetary rewards, and task contributions on job satisfaction (2020) · cites this paper as Gardner et al., 2004
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Cited by
Sorted by citations
Chen, Z. X., & Aryee, S. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.24162389 · Cited by 492
Do intrinsic and extrinsic motivation relate differently to employee outcomes?
Kuvaas, B., Buch, R., Weibel, A. A., Dysvik, A., & Nerstad, C. G. L. (2017) · Journal of Economic Psychology · doi:10.1016/j.joep.2017.05.004 · Cited by 631
Kuvaas, B. (2006) · Journal of Organizational Behavior · doi:10.1002/job.377 · Cited by 422
Employee Retention: A Review of Literature
Das, B. L. (2013) · IOSR Journal of Business and Management · doi:10.9790/487x-1420816 · Cited by 403
A meta‐analysis of the predictors and consequences of organization‐based self‐esteem
Bowling, N. A., Eschleman, K. J., Wang, Q., Kirkendall, C. D., & Alarcon, G. M. (2009) · Journal of Occupational and Organizational Psychology · doi:10.1348/096317909x454382 · Cited by 383
Metadata
- Authors
- Gardner, D. G., Van Dyne, L., & Pierce, J. L.
- Affiliations
- University of Colorado Colorado Springs (US)
- University of Minnesota, Duluth (US)
- Corresponding author
- Gardner, Donald G.
- Venue
- Journal of Occupational and Organizational Psychology
- Publisher
- Wiley
- Published
- 2004-09
- Volume
- 77
- Issue
- 3
- Pages
- 307-322
- ISSN
- 0963-1798 (ISSN-L)
- 2044-8325
- OpenAlex
- W1992998185
- Cited by
- 255
- References
- 63
- Citations by year
- 2026: 5 · 2025: 7 · 2024: 13 · 2023: 18 · 2022: 21 · 2021: 16 · 2020: 12 · 2019: 17 · 2018: 16 · 2017: 20 · 2016: 10 · 2015: 9 · 2014: 22 · 2013: 14 · 2012: 18
- FWCI
- 6.49
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Occupational and Organizational Psychology (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Motivation
- Keywords
- wage levels, organization-based self-esteem, employee performance, compensation, mediation, employee recognition
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