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There is some evidence to suggest that work motivation may have an indirect (i.e., intervening) impact on the relationship between pay (and bonus) satisfaction and job satisfaction.

It is the perceptions and expectations of an individual regarding a pay-performance system that provides the critical link between pay satisfaction (i.e., compensation) and work motivation (Kanungo and Mendonca, 1998). For decades, compensation has been tied to performance and productivity built on the assumption that money was a key motivator for employees (Cooke, 1999). Lovio-George (1992) supports this presumption, that money does in fact affect work motivation, while still acknowledging the underlying arguments created by notable academics such as Herzberg (1968). Cooke (1999) provides an interesting view of Maslow’s (1970) needs hierarchy. He states that once many of these needs have been satisfied, the marginal satisfaction of money increases incrementally. “Other needs [discussed by Maslow] can be fulfilled and never require additional satisfaction, and so it is back to money” (Cooke, 1999, p.83). Compensation can also be thought of as providing an avenue for satisfying other aspects of an individual’s needs hierarchy.

Further research by Chui, Luk and Tang (2002) recommended five ways in which compensation has the ability to motivate employees; base pay, merit pay, year-end bonus, annual leave and profit sharing. The same study also proposed not only more motivated workforce, but a much higher retention rate of qualified employees as the pay level increased.

Given the growing use of bonuses to motivate employees, it would be interesting to know if an employee is motivated more by particular aspects of pay such as fixed pay, bonuses, benefits. Igalens and Roussel (1999) find that the components of compensation do in fact induce the necessary work motivation for individuals within their jobs. In particular, the effort-performance expectancy associated with work motivation was largely correlated with the compensation received.

By OMAR(20)

While some researchers report that pay satisfaction is positively related to organisational level (Rogers etal., 1994; Berkhoff, 1996 and Williams, 1998) others report that when pay level is controlled, pay satisfaction will be negatively related to organisational level. This is because employees will compare both the absolute and relative pay to decide whether or not they are been fairly paid. For example Graham and Messner, (1998) implied that compensation policies and amounts influences level of absenteeism, employee turnover decisions, and workers' decision on their productivity. This therefore, (Weisberg, 1994 and Abbott, 2001), means that pay satisfaction is not only an issue of financial adequacy, but can also that of psychological adequacy.

There have been various literatures outlining the impact of work environment on employees' psychological outcomes for example, (job satisfaction, stress, burnout, turnover, and commitment (Kelloway and Barling, 1991; Singh, et al., 19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。