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The impacts of human resource management practices and pay inequality on workers' job satisfaction

Research output: Working paper

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The impacts of human resource management practices and pay inequality on workers' job satisfaction. / Petrescu, A I; Simmons, R; Bradley, S.

Lancaster University : The Department of Economics, 2004. (Economics Working Paper Series).

Research output: Working paper

Harvard

Petrescu, AI, Simmons, R & Bradley, S 2004 'The impacts of human resource management practices and pay inequality on workers' job satisfaction' Economics Working Paper Series, The Department of Economics, Lancaster University.

APA

Petrescu, A. I., Simmons, R., & Bradley, S. (2004). The impacts of human resource management practices and pay inequality on workers' job satisfaction. (Economics Working Paper Series). The Department of Economics.

Vancouver

Petrescu AI, Simmons R, Bradley S. The impacts of human resource management practices and pay inequality on workers' job satisfaction. Lancaster University: The Department of Economics. 2004. (Economics Working Paper Series).

Author

Petrescu, A I ; Simmons, R ; Bradley, S. / The impacts of human resource management practices and pay inequality on workers' job satisfaction. Lancaster University : The Department of Economics, 2004. (Economics Working Paper Series).

Bibtex

@techreport{131d9543e30a41f2801b432b25e637a4,
title = "The impacts of human resource management practices and pay inequality on workers' job satisfaction",
abstract = "In this paper we investigate the relationship between Human Resource Management (HRM) practices and workers' overall job satisfaction and their satisfaction with pay. To investigate these issues we use British data from the 'Changing Employment Relationships, Employment Contracts and the Future of Work Survey' and the 'Workplace Employment Relations Survey'. After controlling for personal, job and firm characteristics, it is shown that several HRM practices raise workers overall job satisfaction and their satisfaction with pay, but these effects are only significant for non-union members. Satisfaction with pay is higher where performance-related pay and seniority-based reward systems are in place. A pay structure that is perceived to be unequal is associated with a substantial reduction in both non-union members' overall job satisfaction and their satisfaction with pay. Although HRM practices can raise worker job satisfaction, if workplace pay inequality widens as a consequence then non-union members may experience reduced job satisfaction.",
keywords = "Job satisfaction, HRM practices, union members, pay inequality",
author = "Petrescu, {A I} and R Simmons and S Bradley",
year = "2004",
language = "English",
series = "Economics Working Paper Series",
publisher = "The Department of Economics",
type = "WorkingPaper",
institution = "The Department of Economics",

}

RIS

TY - UNPB

T1 - The impacts of human resource management practices and pay inequality on workers' job satisfaction

AU - Petrescu, A I

AU - Simmons, R

AU - Bradley, S

PY - 2004

Y1 - 2004

N2 - In this paper we investigate the relationship between Human Resource Management (HRM) practices and workers' overall job satisfaction and their satisfaction with pay. To investigate these issues we use British data from the 'Changing Employment Relationships, Employment Contracts and the Future of Work Survey' and the 'Workplace Employment Relations Survey'. After controlling for personal, job and firm characteristics, it is shown that several HRM practices raise workers overall job satisfaction and their satisfaction with pay, but these effects are only significant for non-union members. Satisfaction with pay is higher where performance-related pay and seniority-based reward systems are in place. A pay structure that is perceived to be unequal is associated with a substantial reduction in both non-union members' overall job satisfaction and their satisfaction with pay. Although HRM practices can raise worker job satisfaction, if workplace pay inequality widens as a consequence then non-union members may experience reduced job satisfaction.

AB - In this paper we investigate the relationship between Human Resource Management (HRM) practices and workers' overall job satisfaction and their satisfaction with pay. To investigate these issues we use British data from the 'Changing Employment Relationships, Employment Contracts and the Future of Work Survey' and the 'Workplace Employment Relations Survey'. After controlling for personal, job and firm characteristics, it is shown that several HRM practices raise workers overall job satisfaction and their satisfaction with pay, but these effects are only significant for non-union members. Satisfaction with pay is higher where performance-related pay and seniority-based reward systems are in place. A pay structure that is perceived to be unequal is associated with a substantial reduction in both non-union members' overall job satisfaction and their satisfaction with pay. Although HRM practices can raise worker job satisfaction, if workplace pay inequality widens as a consequence then non-union members may experience reduced job satisfaction.

KW - Job satisfaction

KW - HRM practices

KW - union members

KW - pay inequality

M3 - Working paper

T3 - Economics Working Paper Series

BT - The impacts of human resource management practices and pay inequality on workers' job satisfaction

PB - The Department of Economics

CY - Lancaster University

ER -