A drop in the bucket
When is a pay raise a pay raise
Bibliographic Data
| ID | 12168708 |
|---|---|
| Authors | Atul Mitra (0000-0003-1596-7807, Lyon College), Nina Gupta (University of Arkansas at Little Rock, corresponding author), G Douglas Jenkins (0000-0002-7115-2496, University of Arkansas at Fayetteville), JR G DOUGLAS JENKINS |
| Year | 1997 |
| Volume | 18 |
| Issue | 2 |
| Pages | 117-137 |
| Publication date | 1997-03-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Organizational Behavior (JOURNAL) |
| Journal identifiers | ISSN: 0894-3796 • E-ISSN: 1099-1379 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/(sici)1099-1379(199703)18:2<117::aid-job790>3.0.co;2-1 |
| OpenAlex | W2141502316 |
| Language | EN |
| Citations received | 4 |
| References cited | 2 |
Although merit pay continues to receive much theoretical and practical attention, little systematic effort is devoted to determining how large a pay raise must be before employees see it as a pay raise. This study uses psychophysical reasoning and techniques in a sample of 192 student ‘employees’ to establish the size of pay raise thresholds in a relatively controlled setting. Results indicate that, below about the 7 per cent level, increases in pay amounts are unlikely to evoke positive perceptual and attitudinal reactions among employees. Theoretical, methodological, and practical implications of these results are highlighted. © 1997 by John Wiley & Sons, Ltd
Economics · Incentive · Merit pay · Microeconomics · Pay for performance · Perception · Sample (material · Decision-Making and Behavioral Economics · Experimental Behavioral Economics Studies · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology
| Citations per year | 0.22 |
|---|---|
| Citation span | 2008 - 2018 (11) |
| Highly cited | No |