… IMPACT OF EQUITY SENSITIVITY AND PAY FAIRNESS ON MARKETING MANAGERS'JOB SATISFACTION, ORGANIZATIONAL COMMITMENT AND TURNOVER …

Summary

The research paper by Deconinck and Bachmann (2007) investigates the intricate relationships among equity sensitivity, perceived pay fairness, job satisfaction, organizational commitment, and turnover intentions specifically within a group of marketing managers. The study aimed to understand how marketing managerial personnel's perceptions of the fairness of reward allocation affect crucial organizational outcomes. This research builds upon established theories such as Adam's Equity Theory, which posits that individuals compare their input-to-outcome ratios with others and experience distress if inequity is perceived. The methodology involved an analysis of the relationships between these key variables. While the specific data collection methods (e.g., surveys, sample size) are not detailed in the provided abstracts, the study focused on a group of marketing managers as its subjects. The core independent variables were equity sensitivity—an individual difference that moderates how people react to perceived fairness or unfairness in reward distribution—and perceived pay fairness. The dependent variables measured were job satisfaction, organizational commitment, and intentions to leave the organization. The analysis sought to establish the direct and indirect links between these constructs, particularly highlighting the mediating role of job satisfaction. The study's findings reveal that marketing managers' perceptions of fairness in how rewards are allocated significantly impact their work attitudes and behavioral intentions. Specifically, a strong positive relationship was found between perceived pay fairness and job satisfaction. Marketing managers who believed that rewards were distributed equitably reported higher levels of satisfaction with their jobs. This heightened job satisfaction subsequently had a positive influence on their commitment to the company and, conversely, a negative impact on their intentions to leave. The research also implies that different individuals, owing to their equity sensitivity, might react distinctly to similar perceptions of fairness or unfairness. These results underscore the importance of perceived justice in compensation systems for fostering a satisfied and committed managerial workforce and mitigating costly employee turnover.