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Does employee stock ownership moderate the outcomes of pay dispersion?
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Weltmann, Dan Andrei Marian. Does employee stock ownership moderate the outcomes of pay dispersion?. Retrieved from https://doi.org/doi:10.7282/T3F192XT

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TitleDoes employee stock ownership moderate the outcomes of pay dispersion?
NameWeltmann, Dan Andrei Marian (author); Kruse, Douglas Lynn (chair); Blasi, Joseph Raphael (internal member); Schulze-Cleven, Tobias (internal member); Freeman, Richard Barry (outside member); Rutgers University; School of Graduate Studies
Date Created2018
Other Date2018-01 (degree)
SubjectIndustrial Relations and Human Resources, Stock ownership, Employee ownership
Extent1 online resource (viii, 128 p. : ill.)
DescriptionPay dispersion within firms and workplaces has been linked to a range of employee attitudes and employee behaviors, and thus to diverse individual and group outcomes. The outcomes of pay dispersion are highly contingent: the contingency explored in this study is employee stock ownership, which is both a form of compensation and of broad profit-sharing of future capital gains in the firm, and which has been shown to influence attitudes and behaviors Employee ownership was considered as a moderator because its support for cooperative attitudes may enhance the motivational aspects of higher pay dispersion while countering the feelings of inequity that higher pay dispersion may foster. Interactions between pay dispersion and individual-level employee stock ownership as well as group-level stock ownership were hypothesized and tested. While most of the relationships that were hypothesized were not supported, there were a number of interesting results in this exploratory study, which suggest several takeaways. One type of result that stood out was that certain outcomes were associated with certain professions, such as job satisfaction for sales employees and absenteeism for production employees, suggesting different mechanisms for future study. Another interesting result was the consistent association between higher pay dispersion and improved attitudes. Lastly, the negative interaction between employee ownership and pay dispersion, when each individually had a positive association with improved attitudes, suggests a substitutive relationship between the two aspects of compensation, meaning organizations may wish to choose between higher pay differentials or higher employee stock ownership, with the choice contingent on the industry or job type involved.
NotePh.D.
NoteIncludes bibliographical references
Noteby Dan Andrei Marian Weltmann
Genretheses, ETD doctoral
Persistent URLhttps://doi.org/doi:10.7282/T3F192XT
Languageeng
CollectionSchool of Graduate Studies Electronic Theses and Dissertations
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.
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