Analysis on the Significance of the Relationships Between Pay Satisfaction Dimensions and Organizational Citizenship Behavior

Martin Serreqi

doi:10.26417/748gyw61w

Abstract

The study looks into the relationships of the different dimensions of pay satisfaction with organizational citizenship behaviors (OCBs) directed towards both the individual and the organization. 500 white collar employees of different private sector companies participated in the study. With respect to the influence of the dimensions of pay satisfaction the results showed that there are significant relationships between pay level, pay raises and benefits with citizenship behavior directed at individuals. However, no such relationship exists between structure/administration and citizenship behavior directed at the organization. Limitations and future research directions conclude the study.

Highlights

Pay constitutes an essential aspect of doing business and a significant part of the success of any organization because it represents both, one of the largest organizational expenses, and one the most valued employee outcomes (Shaw et al, 1999)
Pay level, benefits and pay raises should relate with OCBI-s and structure/administration should relate with OCBO-s
The data shows that Asymptotic Significance (2-sided) has a value of 0.012

Summary

Introduction

Pay constitutes an essential aspect of doing business and a significant part of the success of any organization because it represents both, one of the largest organizational expenses, and one the most valued employee outcomes (Shaw et al, 1999). It rewards employees for their work and includes several forms of compensation such as “direct, cash payments (for example, salary); indirect, noncash payments (for example, benefits); the amount of pay raises and the process by which the compensation system is administered” Because of its importance as a motivational factor, companies can use pay to enhance the contributions and the performance of their employees and to drive them closer to the organizational goals (Carraher, 2011; Singh & Loncar, 2010)

Methods

Results

Conclusion