Palgapoliitikast palgaandmete avalikustamise või salastuse kontekstis ei ole ammu midagi ette juhtunud. Lisaks pakub siinviidatu olulisi vihjeid avalikele organisatsioonidele palgapoliitika kujundamisel.

Alustuseks usaldusest:

Trust – defined as “the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party” (Mayer, Davis, & Schoorman, 1995, p. 712) – is necessary to overcome the inherent risk of relying on others in organisational settings. Theory suggests trust is formed over time based on the actions and decisions of the trustee

Vihje varasematele uuringutele:

Little research, however, has focused on how and why HR policies can influence trust, despite good reason to suspect that policies influence employee trust in management. Policies often represent an organisationally prescribed guideline about how managers should behave towards employees.

Erinevast kohtlemisest:

Attribution theory also illustrates that employees perceive policies differently based on individual differences (Heider, 1958; Kelley & Michela, 1980). Since individual differences (e.g., pay information sharing preferences) influence employee perceptions of the risks and rewards of pay secrecy (Smit & Montag-Smit, 2019), employees may make diverse attributions for these policies.

Varjatud palgaandmed:

Pay secrecy – defined as an organisational policy that limits the dissemination of pay-related information – is one such policy that may decrease employee trust (Colella, Paetzold, Zardhoohi, & Wesson, 2007). Extant research illustrates that employees perceive organisations and managers that exhibit openness, integrity and consistency as more trustworthy

Autorite ambitsioon:

we propose a moderated mediation model where the effects of pay secrecy policies on trust are mediated by pay secrecy attributions, and these indirect effects are moderated by employee preferences. We introduce two new attributions to the literature to examine this mediating mechanism: benevolent attributions and malevolent attributions, which essentially capture employee beliefs that an organisation’s pay communication policy was created to benefit employees or exploit them, respectively.

Palga salastatuse kolm aspekti:

we examine three aspects of pay secrecy: (a) distributive pay nondisclosure – restricting the amount of information the organisation shares about employee pay levels, (b) pay communication restriction – inhibiting communication about pay among employees and (c) procedural pay nondisclosure – restricting the amount of information the organisation shares about how pay decisions are made

Vihjed kokkuvõttest:

We found that employees generally interpret pay secrecy as a malevolent action, resulting in less employee trust in management. This mediation relationship held true when organisations failed to provide information about the procedures for how pay is determined (i.e., procedural secrecy), and it was especially strong when they restricted employees’ ability to share their pay with coworkers (i.e., communication restriction).

Montag‐Smit, T. A., & Smit, B. W. (2021). What are you hiding? Employee attributions for pay secrecy policies. Human Resource Management Journal.