Table of Contents
Description
This measure, (Procedural Fairness Standards in Pay) developed by Jones et al. (l 999), assesses the standards or comparison points that employees use when assessing the fairness of proce dures used by an organization in making pay decisions. The measure covers five dimensions. The first is supervisory support (nine items), which describes the extent to which supervisors support their employees’ pay inter ests and are open in discussing pay matters with subordinates. The second dimension is accuracy (seven items), which describes the extent to which performance information used in pay decisions is accurate, consistent, and relevant. The third dimension is process control (six items), which describes the extent to which employees have the opportunity to express their opinions and possibly influence the pay decision process. The fourth dimension is justification (four items), which describes how the organization responds to questions about pay decisions and provides adequate explanation for the basis for pay decisions. The last dimension is bias suppression, which describes the extent to which pay decisions are made with neutrality. Super visor support, accuracy, justification, and bias suppression were combined in Jones et al. (1999) to form a non-control index.
Reliability
Supervisory support had a coefficient alpha of .92. Accuracy had an alpha of .96. Justification had an alpha of .91. Bias suppression had a coefficient alpha of .81. The process control dimension had an alpha of .92. The combined non-control index had a coefficient alpha of .95 (Jones et al., 1999).
Validity
The five dimensions (supervisory support, accuracy, justification, bias sup pression, and process control) were all positively correlated. Process control was correlated positively with judgments of job evaluation, pay raise, and performance appraisal fairness, pay satisfaction, supervisor satisfaction, and organizational commitment. All of the non-control dimensions and the non-control index were correlated positively with pay satisfaction, super visor satisfaction, and organizational commitment (Jones et al., 1999).
Source
Jones, F. F., Scarpello, V., & Bergmann, T. (1999). Pay procedures-What makes them fair? Journal of Occupational and Organizational Psychology, 72(2), 129-145. Items were taken from Table l, pp. 134-135. Copyright© 1999. Reproduced with permission.
Items
Responses are obtained on a 5-point Likert-type scale where 1 = not at all accurate and 5 = very accurate.
Supervisor support items:
These items are introduced with “In administrating the pay plan, my supervisor … “
- Represents my pay interests to other management
- Represents my pay interests with upper management
- Is concerned about the amount of pay that I receive
- Backs me up when he/she feels I have legitimate complaints about my pay
- Is concerned that my work group gets its fair share of the pay budget
- Is frank and candid with me about pay issues
- Is honest and ethical in dealing with me about my pay
- Is truthful and honest about pay issues that affect me
- Applies the same standards to everyone when making pay decisions
Accuracy items:
These items are introduced with “In administrating the pay plan, my supervisor … “
- Becomes familiar with my performance before evaluating it
- Uses relevant information to appraise my performance
- Obtains accurate information to appraise my performance
- Uses consistent standards when evaluating my performance
- Frequently observes my performance
- Explains the reason for my performance appraisal
- Considers my complaints about performance appraisals
Process control items:
These items are introduced with “The opportunity I had to express my opinion to [organization] administration about … “
- The way pay is allocated within [the organization]
- The pay for my job
- My pay raises
- My benefit package
These items are introduced with “In administrating the pay plan, my supervisor … “
- Allows me to express opinions about pay decisions
- Gets my input before making a recommendation about my pay raise
Justification items:
These items are introduced with “In administrating the pay plan, my supervisor … “
- Answers questions about my pay and benefits
- Answers my questions about my pay and benefit procedures
- Lets me know about changes in pay procedures that may affect my pay
- Explains the reason(s) for the size of my pay raise
Bias suppression items:
- Allows personal motives or bias to influence performance appraisal ratings (R)
- Is influenced by things that should not be considered in his/her pay decisions (R)
- Shows a real interest in trying to be fair in his/her pay decisions
- Does not show favoritism in his/her pay decisions Items denoted with (R) are reverse