团队薪酬差距与员工合作行为倾向

doi:10.16381/j.cnki.issn1003-207x.202.1845

Abstract

Abstract:

Achieving common prosperity is a crucial goal in China's development. However， income inequality within organizations， particularly salary disparities within teams， can negatively impact employee cooperation and overall organizational performance. Driven by the pursuit of common prosperity and concerns regarding income inequality， the impact of team salary disparities on employee cooperative behavior tendency is studied. Grounded in behavioral theory and equity theory， the differential effects of explainable salary disparity （DEP） are investigated， arising from factors like skills and effort， and unexplainable salary disparity （DUP）， stemming from potential biases or unfairness， on cooperation within teams. A multi-level linear model analysis is employed with data collected from 29 teams across various companies in eastern China. Team-level DEP and DUP are calculated using the Gini coefficient， while individual-level data on employee fairness perception and cooperative behavior are gathered through surveys. The findings reveal that DEP positively influences employee cooperative behavior， while DUP has a negative effect. This relationship is mediated by employee fairness perception， suggesting that employees are more inclined to cooperate when they perceive salary distribution as fair. Additionally， team competitive atmosphere moderates the relationship between salary disparities and fairness perception. In a highly competitive environment， the positive effect of DEP and the negative effect of DUP on fairness perception and subsequent cooperation are amplified. These results highlight the critical role of fair and transparent compensation systems in fostering cooperation within teams. Managers should strive to minimize DUP and ensure that any DEP is based on objective criteria. It contributes valuable insights for organizations seeking to optimize team performance by promoting fairness and cooperation among team members in this study.

Key words: team salary disparity, employee fairness perception, employee cooperative behavior tendency, team competition atmosphere

CLC Number:

F832.5

Baohuan Zhou, Xiaoli Hu, Pingfan Wang, Guangwei Deng, liang Liang. The Way of Bridging Salary Disparity and Cooperative Tendency: Through Employee Fairness Perception and Team Competition Atmosphere[J]. Chinese Journal of Management Science, 2024, 32(12): 49-59.

Figures/Tables 8

References 50

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样本特征	统计口径	数量	占比（%）
性别	男	93	48.7
性别	女	98	51.3
学历	大专	3	1.6
	本科	142	74.3
	硕士	45	23.6
	博士	1	0.5
入职时限	1年内	26	13.6
	1~2年	25	13.1
	3~5年	58	30.4
	6~10年	50	26.2
	10年以上	32	16.7
团队工作时间	不满6个月	19	9.9
	7~12个月	24	12.6
	1~3年	78	40.8
	3~5年	33	17.3
	5年以上	37	19.4
团队成立时间	不满6个月	6	3.1
	7~12个月	18	9.4
	1~3年	70	36.7
	3~5年	24	12.6
	5年以上	73	38.2

聚合变量	可解释薪酬差距系数	团队竞争氛围
ICC（1）	0.188	0.262
ICC（2）	0.613	0.707
RWG	0.995	0.816

变量	TIME1	TIME2	TIME3	M	Y	W
TIME1	1
TIME2	.563^**	1
TIME3	.295^**	.568^**	1
M	-0.079	-0.083	0.045	1
Y	-0.044	-0.019	.144^*	.686^**	1
W	-0.112	-0.116	0.066	.457^**	.452^**	1

变量	零模型		DEP(X1)			M
变量	M1	M2	M3	M4	M5	M9
截距	3.287^***	2.834^***	2.863^***	2.609^***	2.759^***	1.484^**
Level-1
TIME1			-0.041	-0.0309	-0.041	0.051
TIME2			-0.061	-0.0816	0.016	-0.083
TIME3			0.121	0.0285	0.091	-0.014
员工合作行为倾向（Y）			3.215^**		2.735^**
员工公平感知（M）				5.415^***	0.648^***
团队竞争氛围(W)
Level-2
DEP×W						4.157^*
组内方差	0.371	0.38	0.349	0.369	0.194	0.281
组间方差	0.046^**	0.086^***	0.306^**	0.025^**	0.261^**	0.057^**
Ｒ²	0.11	0.185	0.467	0.063	0.574	0.11
离异数	368.395	381.462	365.329	379.802	280.815	336.35

变量	零模型		DUP(X2)			M
变量	M1	M2	M6	M7	M8	M10
截距	3.287^***	2.834^***	3.598^***	3.251^***	3.574^***	1.719^**
Level-1
TIME1			-0.004	0.008	-0.014	0.051
TIME2			-0.069	-0.103	0.011	-0.103
TIME3			0.033	-0.014	0.04	0.013
员工合作行为倾向（Y）			-4.635^**		-4.302^**
员工公平感知（M）				-6.16^**	-0.633^***
团队竞争氛围(W)
Level-2
DUP×W						-3.506^**
组内方差	0.371	0.38	0.356	0.365	0.2	0.276
组间方差	0.046^**	0.086^***	0.037^**	0.065^***	0.051^***	0.039^**
Ｒ²	0.11	0.185	0.094	0.151	0.203	0.124
离异数	368.395	381.462	369.936	377.986	287.216	330.93

The Way of Bridging Salary Disparity and Cooperative Tendency: Through Employee Fairness Perception and Team Competition Atmosphere

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