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Challenges for pay-setting managers: A thematic analysis
Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology.
Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology.
Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology.
Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology.
2019 (English)In: Abstract Book of the 19th European Association of Work and Organizational Psychology Congress: Working for the greater good - Inspiring people, designing jobs and leading organizations for a more inclusive society, 2019, p. 1281-1282, article id 894Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Purpose: In organizations using individualized pay setting, where pay raises are based on job performance and the quality of work, managers have a central role as they execute the organizations’ pay systems. The present study aims at increasing the understanding of pay-setting managers’ beliefs and perspectives on their role in connection to pay setting.

Design/Methodology: The study is based on seven focus group interviews with pay-setting supervisors from four different companies in the Swedish private sector. In the past few years, all four companies have implemented new pay-systems with a greater focus on employee performance. The semi-structured focus group interviews were analyzed with an inductive thematic analysis.

Results: Data analysis is ongoing. A preliminary thematic analysis revealed several tentative themes. These concern difficulties in assessing employee performance and in ensuring that employees fully understand the pay setting process (especially the performance assessments), the importance of regular constructive feedback, need for guidance and support, and lack of resources to reward high performing individuals.

Limitations: While focus groups with managers from four organizations provide a wealth of perspectives, individual interviews may have allowed for more in-depth insights. The results also need replication using questionnaire data to examine how wide-spread various experiences are.

Implications: This study contributes to a better understanding of the challenges that pay-setting supervisors perceive. This knowledge could be used by organizations to facilitate the pay-setting process for managers.

Originality: This is one of few studies focusing on pay-setting managers, who are the ones executing organizations’ pay setting systems.

Place, publisher, year, edition, pages
2019. p. 1281-1282, article id 894
Keywords [en]
pay-setting managers, individual pay setting, job performance, quality of work, pay systems
National Category
Psychology
Research subject
Psychology
Identifiers
URN: urn:nbn:se:su:diva-174805OAI: oai:DiVA.org:su-174805DiVA, id: diva2:1360026
Conference
19th European Association of Work and Organizational Psychology Congress, Turin, Italy, May 29-June 1, 2019
Available from: 2019-10-10 Created: 2019-10-10 Last updated: 2019-10-14Bibliographically approved

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