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Human resource management practices and workers' job satisfaction

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Author Info

  • Alina Ileana Petrescu
  • Rob Simmons

Abstract

Purpose – The purpose of this paper is to investigate the relationship between human resource management (HRM) practices and workers' overall job satisfaction and their satisfaction with pay. Design/methodology/approach – The paper uses British data from two different cross-sectional datasets. It estimates probit models with overall job satisfaction and satisfaction with pay as subjective dependent variables. Findings – After controlling for personal, job and firm characteristics, it is found that several HRM practices raise workers' overall job satisfaction and their satisfaction with pay. However, these effects are only significant for non-union members. Satisfaction with pay is higher where performance-related pay and seniority-based reward systems are in place. A pay structure that is perceived to be unequal is associated with a substantial reduction in both non-union members' overall job satisfaction and their satisfaction with pay. Although HRM practices can raise workers' job satisfaction, if workplace pay inequality widens as a consequence then non-union members may experience reduced job satisfaction. Research limitations/implications – The data sets used in the analysis are cross-sectional, presenting a snapshot of impacts of HRM practices on job satisfaction at a particular point in time. Dynamic effects are therefore not captured. Originality/value – The paper adds to the empirical literature on effects of HRM practices, focussing on impacts on both overall job satisfaction and satisfaction with pay. A novel feature of the paper is the use of two separate data sets to develop complementary empirical results.

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Bibliographic Info

Article provided by Emerald Group Publishing in its journal International Journal of Manpower.

Volume (Year): 29 (2008)
Issue (Month): 7 (November)
Pages: 651-667

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Handle: RePEc:eme:ijmpps:v:29:y:2008:i:7:p:651-667

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Related research

Keywords: Human resource management; Human resource strategies; Job satisfaction; Pay policies; Trade unions;

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Citations

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Cited by:
  1. Vicente Royuela & Jordi Suriñach, 2013. "Quality of Work and Aggregate Productivity," Social Indicators Research, Springer, vol. 113(1), pages 37-66, August.
  2. Michael Beckmann & Thomas Cornelissen, 2009. "Fixed-term Employment, Work Organization and Job Satisfaction: Evidence from German Individual-Level Data," Working papers 2009/10, Faculty of Business and Economics - University of Basel.
  3. Marina Dabic & Marta Ortiz-De-Urbina-Criado & Ana M. Romero-Martínez, 2011. "Human resource management in entrepreneurial firms: a literature review Purpose – This paper seeks to review the literature on human resource management (HRM) in entrepreneurial firms. Given the imp," International Journal of Manpower, Emerald Group Publishing, vol. 32(1), pages 14-33, March.
  4. Ahmed Imran, Hunjra & Muhammad Irfan, Chani & Sher, Aslam & Muhammad, Azam & Kashif-Ur, Rehman, 2010. "Factors Affecting job satisfaction of employees in Pakistani banking sector," MPRA Paper 32130, University Library of Munich, Germany.
  5. Pablo Ruiz-Palomino & Francisco Sáez-Martínez & Ricardo Martínez-Cañas, 2013. "Understanding Pay Satisfaction: Effects of Supervisor Ethical Leadership on Job Motivating Potential Influence," Journal of Business Ethics, Springer, vol. 118(1), pages 31-43, November.
  6. Yeh, Ying-Pin, 2014. "Exploring the impacts of employee advocacy on job satisfaction and organizational commitment: Case of Taiwanese airlines," Journal of Air Transport Management, Elsevier, vol. 36(C), pages 94-100.
  7. Spagnoli, Paola & Caetano, Antonio & Santos, Susana Correia, 2012. "Satisfaction with job aspects: Do patterns change over time?," Journal of Business Research, Elsevier, vol. 65(5), pages 609-616.

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