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amp; Roussel, 1999). This link is critical in the establishment of a relationship which sees a correlation between compensation and job satisfaction through several pay satisfaction measures. However, some prior studies such as Lawler (1971) provided a one dimensional view of this relationship, in the sense that only the individuals’ flat compensation (that is, their set wage or salary) was taken into account.
The relationship between pay satisfaction, as a measure of compensation, is related to

overall job satisfaction (e.g., Cable and Judge, 1994; Oshagbemi and Hickson, 2003). The reason is that an individual’s degree of satisfaction with their pay has the ability to increase the overall perceived level of job satisfaction for that individual. Researchers such as Smith, Kendall, & Hulin (1969) and Weiss, Dawis, England, & Lofquist (1967) state that several “conceptualizations and measurements of job satisfaction include pay satisfaction as a central element” (Judge, 1993). Pay is also noted as one of the five major determinants of job satisfaction in the Job Diagnostic Survey (JDS) (Kulik, Oldham and Langer, 1980).

As each of the determinants of pay satisfaction are related to a different aspect of the compensation package, Heneman and Schwab (1985) suggests that not all aspects will affect the measure of pay satisfaction to the same degree. For this reason the magnitude, or the extent of each compensation aspect is also of interest. Heneman and Schwab (1985) and Miceli and Lane (1991) provide support for the multidimensionality of pay satisfaction arguing that, “The multidimensional concept [represents major contributions] to research on interactions between compensation and job satisfaction…an individual can experience feelings of satisfaction in relation to various elements of compensation” (cited in Igalens and Roussel, 1999, p. 1007).

The structure and administration of compensation can also influence job satisfaction
(Dyer & Theriault, 1976). Understanding the pay criteria as well as performance measures used in any incentive compensation payments, increases an individual’s satisfaction with both pay and the job as a whole. Additionally, Miceli and Lane (1991) concluded that compensation affects pay satisfaction in relation to how much influence the employees’ manager has in the administration of an individual’s pay level or bonus payment. Effectively, it was observed that the more influence a manager has in the administration of compensation, the more the perceived satisfaction of the individual. Morgeson, Campion and Maertz (2001, p. 135) reinforce the relationship between compensation and job satisfaction, they state, “because compensation decisions are particularly salient and important to employees, the process by which they are made is likely to influence employee satisfaction”.

In contrast, Herzberg (1968) defined pay as a hygiene factor rather than a motivator.

Tietjen and Myers (1998, p.227) argue that while, “the presence of … motivators has the potential to create great job satisfaction; however, in the absence of motivators, Herzberg says, dissatisfaction does not occur. Also, Patchen (1961) states that given the underlying presumptions of both discrepancy and equity theories, pay satisfaction can be viewed as a continuum which contains both positive and negative values, sug本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。