Wana Critical Review of Research On Salary

CRITICAL REVIEW OF RESEARCH ON SALARY, BENEFITS, AND JOB
SATISFACTION
The relationship between compensation, benefits, and job satisfaction has been a
central theme in organizational studies, with implications for policy-making in human
resources. The papers reviewed provide a rich examination of how these elements
influence job satisfaction and employee retention across various settings. Each study
brings a unique methodological approach and theoretical framework, contributing to
a nuanced understanding of these dynamics. Such an analysis is crucial as
organizations seek to optimize their human resource strategies to enhance
employee satisfaction and reduce turnover rates.
In the realm of organizational behavior, understanding how compensation impacts
employee motivation and retention is paramount. The reviewed studies collectively
underscore the multifaceted nature of compensation and its perceived fairness, and
how these factors intertwine with job satisfaction. They suggest that while direct
compensation is critical, other elements such as benefits, job security, and work
environment play significant roles in influencing employee attitudes and behaviors.
This comprehensive approach helps managers and HR professionals design more
effective compensation systems that are not only competitive but also holistic,
considering various dimensions of employee well-being and organizational culture.
Moreover, these studies highlight the importance of aligning compensation strategies
with organizational goals and employee expectations. The challenge lies in
balancing cost considerations with the need to attract and retain talent, especially in
competitive job markets. Insights from these papers could be instrumental in guiding
policy reforms and initiatives that aim at improving job satisfaction through thoughtful
compensation and benefit designs.
Furthermore, the research underscores the necessity for ongoing assessment and
adaptation of compensation policies to reflect changing economic conditions and
workforce demographics. As organizations evolve, so too must their approaches to
managing employee compensation and benefits. This dynamic perspective ensures
that compensation practices remain relevant and effective in motivating employees
and fostering organizational loyalty.
Overall, the collective findings from these studies provide a robust framework for
understanding the critical link between compensation, benefits, and employee
satisfaction. They serve as a valuable resource for academics, practitioners, and
policymakers interested in enhancing organizational performance through improved
HR practices. These insights pave the way for more research that can explore
emerging trends and deeper intricacies within this vital area of human resource
management.
1. Odunlade (2012) - Compensation in Nigerian Libraries

Odunlade (2012) focuses on the specific context of libraries in Nigeria, arguing that
effective compensation management significantly enhances employee satisfaction.
By utilizing observational data from library staff, the study identifies a strong
correlation between compensation packages and job satisfaction levels. The paper's
strength lies in its direct examination of a sector-specific issue within a distinct
geographical context, providing clear, actionable insights for similar institutions.
However, its limitation is the narrow focus which restricts the generalizability of the
findings to other sectors or regions. The application of motivational theories is
appropriate but could be deepened by integrating more diverse perspectives or
comparative data from different sectors.
2. Iqbal, Guohao, and Akhtar (2017) - Organizational Culture and Employee

Retention
The 2017 study by Iqbal, Guohao, and Akhtar expands the discussion by
incorporating organizational culture alongside compensation factors. Utilizing a
survey methodology that gathers quantitative data across multiple organizations, this
paper effectively links Herzberg’s motivation theory to practical outcomes in job
satisfaction and retention. One critical strength of the study is its holistic approach,
considering both "hygiene" factors and motivators. However, the study falls short in
separating the effects of culture and compensation individually, which could lead to a
conflated understanding of their unique impacts. Further analytical separation could
enhance the clarity and utility of the findings.
3. Quarstein, McAfee, and Glassman (1992) - Situational Occurrences Theory

Quarstein et al. introduce the Situational Occurrences Theory, emphasizing the role
of dynamic external factors in job satisfaction. The use of case studies or longitudinal
data is a significant methodological strength, allowing for observation of changes
over time. This broader approach helps in understanding the fluid nature of job
satisfaction. Nevertheless, the broad focus on various situational factors sometimes
lacks specificity in actionable strategies, making it less practical for specific
organizational policy implementations. More targeted research could better delineate
which factors are most influential.
4. Judge et al. (2010) - Meta-Analysis on Pay and Satisfaction

The meta-analysis by Judge et al. is a comprehensive synthesis of literature
exploring the relationship between pay, benefits, and job satisfaction. This study’s
methodological rigor is notable, as it attempts to harmonize diverse study designs to
draw broader conclusions. It adeptly highlights the complexity of the relationship,
considering both absolute and relative perceptions of compensation. While the study
provides extensive insights, the heterogeneity of included studies may impact the
consistency and reliability of the findings. Future research could benefit from stricter
selection criteria for included studies or a more focused thematic analysis.
5. Singh and Loncar (2010) - Pay Satisfaction and Turnover Intent

Lastly, Singh and Loncar (2010) closely examine the link between pay satisfaction
and job satisfaction concerning turnover intentions. The use of regression analysis
on survey data offers a robust quantitative assessment of these relationships. The
findings underscore the critical role of pay satisfaction as a predictor of job
satisfaction and retention. The paper could be improved by a more detailed
examination of different types of benefits and their specific impacts, which would
provide deeper insights into how various aspects of compensation influence
employee decisions.
Conclusion
Collectively, these studies enrich the understanding of how compensation and
benefits shape job satisfaction and employee retention. While each study has its
strengths, they also share common limitations such as a need for broader
generalizability, deeper integration of theoretical frameworks, and clearer separation
of variables. Future research should aim to address these gaps by employing
diverse methodologies, expanding the geographical and sectoral scope, and refining
theoretical applications. This would enhance the practical applicability of research
findings in shaping effective compensation strategies that improve employee
satisfaction and retention.
Moreover, the insights provided by these studies suggest that a comprehensive and
nuanced approach to compensation and benefits can significantly impact the
organizational dynamics of job satisfaction and employee loyalty. Addressing the
identified limitations can lead to a more robust understanding of the causal
relationships and interactions among compensation, employee satisfaction, and
retention. Additionally, integrating more qualitative research could enrich the
quantitative data, providing a fuller picture of employee motivations and responses to
compensation strategies.
It is also essential for future research to consider the evolving nature of work
environments, such as remote work and the gig economy, which could affect
compensation dynamics and employee expectations. Exploring these new
paradigms will help organizations adapt to modern challenges and ensure their
compensation structures are aligned with current and future workforce needs.
Finally, advancing research in this field should also involve collaboration between
academics and practitioners. Such partnerships could facilitate the translation of
research findings into practical strategies that effectively address real-world
challenges, thereby enhancing both employee satisfaction and organizational
performance. Through continued study and adaptation, the field can better support
the development of compensation systems that are both equitable and motivating,
fostering environments where employees and organizations alike can thrive.
Reference:
1. Odunlade, R. O. (2012). Managing employee compensation and benefits for

job satisfaction in libraries and information centres in Nigeria. Journal of
Library Management, 33(8-9), 623-637.
2. Iqbal, A., Guohao, L., & Akhtar, S. (2017). Effects of job organizational
culture, benefits, and salary on job satisfaction ultimately affecting employee
retention. Human Resource Management Journal, 27(3), 312-326.
3. Quarstein, V. A., McAfee, R. B., & Glassman, M. (1992). The situational
occurrences theory of job satisfaction. Journal of Business Research, 24(4),
293-312.
4. Judge, T. A., Piccolo, R. F., Podsakoff, N. P., Shaw, J. C., & Rich, B. L.
(2010). The relationship between pay and job satisfaction: A meta-analysis of
the literature. Journal of Vocational Behavior, 77(2), 157-167.
5. Singh, P., & Loncar, N. (2010). Pay satisfaction, job satisfaction, and turnover
intent. Relations Industrielles / Industrial Relations, 65(3), 470-490.

Wana Critical Review of Research On Salary

Uploaded by

Copyright:

Available Formats

Wana Critical Review of Research On Salary

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Wana Critical Review of Research On Salary

Uploaded by

Copyright:

Available Formats

CRITICAL REVIEW OF RESEARCH ON SALARY, BENEFITS, AND JOB

1. Odunlade (2012) - Compensation in Nigerian Libraries

2. Iqbal, Guohao, and Akhtar (2017) - Organizational Culture and Employee

3. Quarstein, McAfee, and Glassman (1992) - Situational Occurrences Theory

4. Judge et al. (2010) - Meta-Analysis on Pay and Satisfaction

5. Singh and Loncar (2010) - Pay Satisfaction and Turnover Intent

1. Odunlade, R. O. (2012). Managing employee compensation and benefits for

You might also like