Dean B. McFarlin’s research while affiliated with University of Dayton and other places

Considerable research has been completed on the link between social comparisons and employee satisfaction. Surprisingly, however, few of those studies contrast the effects of various comparisons with others on pay satisfaction. Based on social comparison theory, we expected that comparisons with similar others would be more important predictors of pay satisfaction than comparisons with dissimilar others. Across four studies, the degree of similarity of the comparison other was varied. In Studies 1 and 2, respondents made pay comparisons inside or outside the organization. In Studies 3 and 4, respondents made pay comparisons with referents in the same and different occupations. In all four studies we found that while similar others did provide employees with important information that affected their satisfaction, so did information about dissimilar others. We suggest that the importance of a job in our self-definitions, with pay level being among the most overt markers, may account for our findings. Using pay as a yardstick may lead us all to widen our search for information about others, including ordinarily discrepant others. Alternative explanations and directions for research are discussed.

Competing values are a fact of organizational life. However, there are gaps in our understanding about how these opposing beliefs hinder influence processes. This article draws on interview data to demonstrate how Irish Chief Information Officers (CIOs) are able to convince their colleagues to support new projects within their firms in the face of competing values. Focused interviews were used to explore the influence process and the competing values phenomenon, since this type of research is at an early stage and qualitative methods and analysis serve as a rich source of theory development. The data showed that the CIOs who did not face competing values were able to successfully influence other executives to support proposed projects. Additionally, half of the remaining CIOs who did face competing values were also successful at influencing their colleagues. In these cases, several features of the situation existed, including (a) small relative project size, (b) projects that were consistent with both external and internal environmental conditions, (c) the use of upward influence, and (d) the right combination of influence behaviors. Finally, we suggest actions that CIOs can use to successfully influence other executives when faced with the challenge of competing values.

In this study we look at the cross-national applicability of social comparison theory. National samples of workers in 12 countries were used to examine the effect of social comparisons on pay satisfaction. After controlling for actual pay levels, three different pay comparisons were predictive of satisfaction with pay. Further, we showed that these social comparison effects extended across the majority of countries in this sample. We call for more research that specifically examines cultural dimensions of comparisons, within and across borders.

This article examines an American multinational company to uncover any crossnational differences in managerial attitudes toward employee participation in decision-making. Human resource practices of the parent company toward its European subsidiaries were also examined, especially those relevant to employee participation issues. Data were collected from the company's manufacturing facilities in Britain, the Netherlands, Spain, and the United States. Managers were interviewed and then surveyed regarding their attitudes toward participation. The interviews revealed resistance to the parent company's efforts to “export” an American vision of employee participation to its European subsidiaries. The survey data revealed attitudinal differences among European managers as well as among their American counterparts. Possible explanations, implications for human resource executives and research directions are discussed. © 1993 by John Wiley & Sons, Inc.

This article discusses the connections between job performance, effort and job satisfaction. In a 2006 “Journal of Marketing” article, Markus Christen and David Soberman of INSEAD and Ganesh Iyler of the University of California at Berkeley argue the need to consider job characteristics, effort and compensation to better understand the connections between firm performance, job satisfaction and job performance. They review the connections in view of agency theory and conclude that job satisfaction and job performance are weakly connected.

Previous research suggests that women have lower pay expectations and a lower sense of personal entitlement with respect to pay than similarly qualified men (cf. Major & Konar, in press; Major, McFarlin, & Gagnon, 1984). The present research examined, in two liking simulation experiments, the impact of a job applicant's pay expectations and gender on starting salary offers, hiring recommendations, and evaluations made by management students. Results of both experiments indicated that, given identical applicant qualifications, the higher the salary requested by an applicant, the higher the salary he or she was offered, regardless of the applicant's gender. However, women with moderate pay expectations were offered significantly more money (Experiment 1) and were significantly more likely to be hired (Experiment 2) than were men with moderate expectations. Amount of pay expected had no impact on other evaluations of the applicant. The role that gender differences in pay expectations may play in perpetuating nonperformance-related pay differences between women and men is discussed.

Two 2×2 (Facet Importance × Facet Amount) factorial experiments tested Locke's (1969, 1976) hypothesis that facet importance moderates the range of affective reactions. Written excerpts from letters, interview transcripts, and employee handbooks were used to create scenarios which manipulated the importance and current amount of two target job facets: freedom to do things one's own way on the job, and amount of face-to-face contact with customers/clients. As predicted, significant Facet Importance × Facet Amount interactions showed that facet satisfaction was influenced more strongly by differences in facet amount when the facet was high in importance than when it was low in importance. Subjects in the high-importance condition, relative to subjects in the low-importance condition, were more satisfied with high facet amounts and more dissatisfied with low facet amounts. Discussion focused on the convergence of results from research using different methods to test the range of affect hypothesis.