Open Access
Subscription Access
Open Access
Subscription Access
Pay Strategy:Resolving Tension between Institutional Conformity & Organizational Differentiation
Subscribe/Renew Journal
The standard choices before organizations for its pay practices are either to abide by institutional norms or to incorporate firm-specific behavior (idiosyncratic fit) or to follow a combination of the two. Organizations’ choice of a practice is based on the human capital it has or the ones it seeks to acquire. This article examines how workforce characteristics and job characteristics among gold, white, pink and blue-collar workers act as the key to determine organizational pay strategy. The article outlines the pay strategy continuum based on workforce characteristics and use Institutional Theory and Resource Dependence Theory to support the propositions. It concludes that a combination of the three based on the distribution of various worker categories would contribute more significantly to organizational efficacy.
Subscription
Login to verify subscription
User
Font Size
Information
- Aigner, D. J. & Cain, G. G. (1977),”Statistical Theories of Discrimination in Labor markets”,Industrial and Labor Relations Review,30(2): 175-87
- Balkin, D. B. & Bannister, B. D. (1993), “Explaining Pay Forms for Strategic Employee Groups in Organizations: A Resource Dependence Perspective,”Journal of Occupational and OrganizationalPsychology, 66(2): 39-151
- Balkin, D. B.& Gomez Mejia, L. R. (1990), “Matching Compensation and Organizational Strategies”, Strategic Management Journal”, 11(2): 153-69
- Borland, J.& Foo, L. (1996), “The Composition of Employment in Manufacturing Industry”, Journalof Industrial Relations, 38(3): 442-66
- Delery, J. E. & D. H. Doty (1996),”Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions”, Academy ofManagement Journal, 39: 802-35
- DiMaggio. P. J. & Powell. W. W. (1983), “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational fields”, American Sociological Review, 48: 147-60
- DiMaggio, D. P.& Powell, W. W. (1991), The New Institutionalism in Organizational Analysis, University of Chicago Press, Chicago
- Eisenhardt, K. M. (1988), “Agency and Institutional Theory Explanations: The Case of Retail Sales Compensation”, Academy of Management Review, 31:1153- 66
- Gerhart, B.,& Fang, M. (2014), “Pay for (individual) Performance: Issues, Claims, Evidence and the Role of Sorting Effects,”Human Resource Management Review, 24(1): 41-52
- Gerhardt, B., & Milkovich, G. (1992), “Employee Compensation: Research and Practice Evidence”, in M. Dunnette& L. Hough (Eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., Palo Alto, CA: Consulting Psychologists Press.
- Gomez-Mejia, L. R., Berrone, P. & FrancoSantos, M. (2014),Compensation and Organizational Performance: Theory, Research, and Practice, Routledge.
- Holland, P. J., Hecker, R. & Steen, J. (2002), “Human Resource Strategies and Organizational Structures for Managing Gold-collar Workers”, Journal of European Industrial Training, 26(2/3/4): 72-80
- Kehoe, R. R.& Wright, P. M. (2013), “The Impact of High-performance Human Resource Practices on Employees’ Attitudes and Behaviors”, Journal of Management, 39(2): 366-91
- Larkin, I., Pierce, L.& Gino, F. (2012), “The Psychological costs of Pay for Performance: Implications for the Strategic Compensation of Employees”, Strategic Management Journal, 33(10): 1194-1214
- Lawler, E. E. (1990),Strategic Pay: Aligning Organizational Strategies and Pay Systems, San Francisco: Jossey-Bass.
- Lawler, E. E.III (1995), “The New Pay: A Strategic Approach”,Compensation and Benefits Review, 27(4): 14-22
- Meyer, J. W. & Rowan, B. (1977), “Institutionalized Organizations: Formal Structure as Myth and Ceremony”, American Journal of Sociology, 83(2): 340-63
- Milkovich, G. T. 1988. “A Strategic Perspective on Compensation Management”. in G. R. Ferris & K. M. Rowland (Eds.), Research in Personnel and Human Resources Management, vol. 6. Greenwich, CT: JAI Press
- Newman, J. M., Gerhart, B. & Milkovich, G. T. (2017),Compensation, (12th ed)., McGraw-Hill/Irwin, Boston
- Morris, M. D.&Vekker, A. (2001), “An Alternative Look at Temporary Workers, Their Choices, and the Growth in Temporary Employment”, Journal of Labor Research, 22(2): 373-90
- Norman, P. M., Artz, K. W. & Martinez, R. J. (2007), “Does It Pay to be Different? Competitive Non-Conformity under Different Regulatory Regimes”,Journal of Business Research, 60(11): 1135-43
- Pfeffer, J. &Salancik, G. R. (2003), The External Control of Organizations: A Resource Dependence Perspective, New Edition, Stanford University Press, California.
- Porter, M. E. (1991), “Towards a Dynamic Theory of Strategy”, Strategic Management Journal, 12(2): 95-117
- Roongrerngsuke, S. &Liefooghe, A. (2013), “Attracting Gold-collar Workers: Comparing Organizational Attractiveness and Workrelated Values across Generations in China, India and Thailand”, Asia Pacific Business Review, 19(3): 337-55
- Scott, W. R. (2008), Institutions and Organizations, 3rd ed, Sage, California.
- Van Essen, M., Otten, J. &Carberry, E. J. (2012), “Assessing Managerial Power Theory: A Meta-analytic Approach to Understanding the Determinants of CEO Compensation”, Journal ofManagement, 41(1): 164-202
- Weaver, C. N. (1975), “Job Preferences of White Collar and Blue Collar Workers”, Academy ofManagement Journal,18(1): 167-75
- Wonacott, M. E. (2002), ”Gold-Collar Workers”, ERIC Clearinghouse on Adult, Career, and Vocational Education.
- Wowak, A. J. & Hambrick, D. C. (2010), “A Model of Person Pay Interaction: How Executives Vary in Their Responses to Compensation Arrangements”, Strategic Management Journal, 31(8): 803-21
Abstract Views: 207
PDF Views: 0