The impact of perceived pay equity on job-related attitude and behavior of employees in a district acute hospital

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The impact of perceived pay equity on job-related attitude and behavior of employees in a district acute hospital

 

Author: To, Yu-tim Richard
Title: The impact of perceived pay equity on job-related attitude and behavior of employees in a district acute hospital
Degree: M.Sc.
Year: 2001
Subject: Pay equity -- China -- Hong Kong -- Case studies
Hospitals -- Staff -- Job satisfaction -- China -- Hong Kong -- Case studies
Organizational commitment -- China -- Hong Kong -- Case studies
Organizational behavior -- China -- Hong Kong -- Case studies
Hong Kong Polytechnic University -- Dissertations
Department: Multi-disciplinary Studies
Dept. of Management
Pages: iv, 95 leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1553116
URI: http://theses.lib.polyu.edu.hk/handle/200/3159
Abstract: Following the Enhanced Productivity Programme (EPP) of the H.K. Government, a series of cost saving programmes have been implemented in hospitals of the Hospital Authority (HA). Reduction of remuneration of staff and downsize of staff number are the results. Staff have to spend extra effort to cope with growing demand of health care services and accept reduced return. Such imbalance of inputs and outcomes may lead to staff perception of pay inequity and have negative psychological and behavioral impact on them. This research examines the phenomenon in a district acute hospital by employing part of the framework of Adams' (1965) Equity Theory. The objective is to find out the perception of pay equity of serving staff and the relationship with some attitudinal and behavioral outcomes including pay satisfaction, job satisfaction, organizational commitment, intention to leave the present job and involuntary absenteeism. The research finds that about 40% of the samples in this study has perception of pay inequity. The result reveals that perception of pay equity of employees is positively related to their pay satisfaction, job satisfaction, organizational commitment and negatively related to their involuntary absence rate and intention to leave the present job. Moreover, it also shows that there is difference of staff with perception of underpayment, equitable payment and overpayment on the above five attitudinal and behavioral outcomes. It therefore infers that there may have substantial number of staff in the hospital having negative attitudinal and behavioral responses towards the recent changes implemented in HA. To resume equity status, it suggests fundamentally controlling the demand of services by review of the existing health care system and policy, formulation of realistic manpower indicators to facilitate better internal resources allocation among hospitals of HA in order to relieve the workload of pressure areas, and developing some Care-for-Carer programmes to enhance intangible return of staff. The study provides further support for a key element of Adams' (1965) Equity Theory i.e. consequence of perception of pay equity and re-examines previous equity theory research.

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