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A study examined starting and current salaries of exempt employees between 1976 and 1986 by a large private firm. Women's salary disadvantage could be traced largely to their salary differential at the time they were hired. (Author)

Examined interviewees' assessments of job applicants (N=346) in terms of both general and firm-specific employability (fit). Found assessments of general employability differed from firm-specific assessments; there was a firm-specific component to interviewers' evaluations of job applicants; and interpersonal skills, goal orientation, and physical attractiveness contributed to assessments of fit. (Author/ABL)

The study aims to understand voluntary turnover and the effects of job satisfaction and unsolicited job efforts on voluntary turnover. The results indicate that ongoing job satisfaction has limited effects on voluntary turnover and the prevalence of unsolicited job offers did impact turnover decisions.

The relationship between job performance and voluntary employee turnover was investigated for 5,143 exempt employees in a single firm. As hypothesized, support was found for E. F. Jackofsky's (1984) curvilinear hypothesis, as turnover was higher for low and high performers than it was for average performers. Two potential moderators of the curvilinearity were examined in an attempt to explain conflicting results in the performance-turnover literature. As predicted, low salary growth and high promotions each produced a more pronounced curvilinear performance-turnover relationship. Most notably, salary growth effects on turnover were greatest for high performers, with high salary growth predicting rather low turnover for these employees, whereas low salary growth predicted extremely high turnover. Additionally, once salary growth was controlled, promotions positively predicted turnover, with poor performer turnover most strongly affected.

A study investigated the relationship between recruitment experiences and applicants' job selection. Forty-one highly diverse graduating college students were interviewed twice in the job-search process to examine their initial impressions of fit with different organizations and their general impressions regarding observed recruitment practices. Results indicate that the perception of recruitment experiences is influenced by individual differences, and in some cases, by the differences in background characteristics and job-search success.

Although it has been suggested that women negotiate over salaries less frequently than men, there is little empirical evidence on this point. Moreover, outside of laboratory settings, there are no investigations of whether, or to what extent, such negotiations actually pay off in higher salary outcomes for either men or women. The salary negotiating behaviors and starting salary outcomes of 205 graduating MBA students were investigated within a power and dependence theoretical framework. Results did not support the notion that women negotiate less than men. However, women did obtain lower monetary returns from negotiation (4.3% starting salary increment for men versus 2.7% for women). Over the course of a career, the accumulation of such differences may be substantial. Implications and suggestions for future research are discussed. (Reprinted by permission of the publisher.)

Models of voluntary turnover specify important roles for both general labor-market conditions and labor-market perceptions. Although there is consistent support for the role of general labor-market conditions, evidence on perceptions is mixed. In a national sample of young adults, both factors were related to voluntary turnover. However, the two constructs were not closely linked, possibly because labor-market perceptions are based on incomplete information. Thus, for example, despite poor general labor-market conditions, an employee may perceive ease of movement to be high, which contributes to the employee's intention to quit. Yet, the employee may not actually quit because the unfavorable general labor-market conditions act to limit the number of alternative job openings. (Reprinted by permission of the publisher.)

A majority of human resources professionals appear to believe that employees are likely to over- report the importance of pay in employee surveys. However, research suggests the opposite is actually true. We review evidence showing the discrepancies between what people say and do with respect to pay. We then discuss why pay is likely to be such an important general motivator, as well as a variety of reasons why managers might underestimate its importance. We note that pay is not equally important in all situations or to all individuals, and identify circumstances under which pay is likely to be more (or less) important to employees. We close with recommendations for implementing research findings with respect to pay and suggestions for evaluating pay systems. [ABSTRACT FROM AUTHOR]

This study examines starting and current salaries of exempt employees hired between 1976 and 1986 by a. large, private firm. in 1986 the ratio of women's salaries to men's was 88%. With controls for year of hire, potential experience, degree, college major, firm tenure, performance, and job title, the ratio is 94--95% for the full sample and 97-08% for college graduates. Women's 1986 salary disadvantage can be traced largely to their salary disadvantage at the time of hire: with an adjustment for starting salary, the 1986 salary ratio rises to 96--99% for the full sample and 98-100% for college graduates. The apparently greater female disadvantage in starting salary than in subsequent salary growth may stem from the smaller amount of job-relevant information available on applicants than on current employees. [ABSTRACT FROM AUTHOR]

Despite the documented increase in skill-based pay programs in organizations, little evidence exists on whether these plans achieve the results intended. Using time series data, this study examined productivity and labor cost outcomes over 37 months. Likewise, quality outcomes were examined using time series data from treatment and comparison facilities. The results indicated greater productivity (58%), lower labor cost per part (16%), and favorable quality outcomes (82 percent scrap reduction vis-a-vis the comparison facility) with skill-based pay. These results are consistent with the behavioral and operations theories underlying skill-based pay. [ABSTRACT FROM AUTHOR]