Julie Cloutier

The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance

Taking the social exchange perspective, we examine the process (black box) linking human resource practices and organizational commitment and superior rating performance. Using procedural justice, organizational support and trust, as relational exchange mechanisms, we evaluate which such complex psychological states mediate the relationship between HRM practices and performance. On the basis of a sample of 1,219 employees from a Canadian hospital, our results indicate that HRM practices can stimulate greater in-role and extra-role performance if they are perceived as signs of support and procedural justice. Consequently, we find that that the sole implementation of HRM practices, however innovative they may be, does not suffice to improve behavioral performance. Our study thus contributes to a better understanding of the ‘black box’ phenomenon that links HRM practices to organizational performance indices. Because of the number of psychological states studied, our research enriches knowledge of the social exchange mechanisms.

Procedural justice criteria in salary determination.

Purpose – The purpose of this research is to identify the dimensionality of the procedural justice construct and the criteria used by employees to assess procedural justice, in the context of salary determination.Design/methodology/approach – Based on a survey of 297 Canadian workers, the paper uses confirmatory factor analysis (CFA) to test the dimensionality and the discriminant and convergent validity of our procedural justice construct. Convergent and predictive validity are also tested using hierarchical linear regressions.Findings – The paper shows the multidimensionality of the procedural justice construct: justice of the salary determination process is assessed through the perceived characteristics of allocation procedures, the perceived characteristics of decision‐makers, and system transparency.Research limitations/implications – Results could be biased towards acceptance; this is discussed. The results also suggest possible extensions to the study.Practical implications – Knowledge of the justi...

How does variable pay relate to pay satisfaction among Canadian workers

Purpose - This study aims to determine the effect of individual and group variable pay plans on pay satisfaction among Canadian workers from six occupational groups. Design/methodology/approach - Theoretical foundations rest on the discrepancy model of pay satisfaction and equity theory. Canadian national data from the Findings - The results show that individual and group variable pay plans act differently on workers’ pay satisfaction. For individual pay plans, being eligible for a variable pay plan, and thereby having ones performance rewarded, has no effect on pay satisfaction. Workers on variable pay plans are more satisfied with their pay only when they receive performance-dependent payouts. In short, they want to be rewarded not only for performance but also for effort. For group pay plans, not receiving payouts has no negative effect on pay satisfaction. In contrast, receiving payouts creates pay dissatisfaction. Individual and group plans have a distinct effect on pay satisfaction by occupational group. Practical implications - Managers can make informed decisions regarding the adoption of variable pay plans and their implementation. Originality/value - This study sheds light on the link between variable pay and pay satisfaction. It improves our understanding of the mechanism by which variable pay affects pay satisfaction: the effort – performance – pay link (i.e. risk and perceived fairness of the allocation).

Perceived justice as predictors of a successful pay equity plan: a Canadian case study

Purpose – This study aims to identify the predictors of successful implementations of pay equity plans. Drawing on the perspective of organizational justice, this study highlights the factors that lead to the establishment of perceived fair pay for female-dominated jobs. Design/methodology/approach – Qualitative data were collected from 107 respondents in a Canadian company that implemented a pay equity plan as required by the Quebec Pay Equity Act. Findings – Justice perceptions of employees are based on: uniformity of implementation, bias suppression with respect to the right to fair pay, reliability of information on job content, relevance of job evaluation criteria, qualifications and impartiality of the pay equity committee members and the quality of employees’ representation and process transparency. Research limitations/implications – This study was conducted at a single workplace and among relatively highly educated respondents. Replicating the study may allow to verify the transferability of the ...