Doctoral Dissertations

Kammer Boyle

Date of Award

8-1982

Degree Type

Dissertation

Degree Name

Doctor of Philosophy

Major

Industrial and Organizational Psychology

Major Professor

Eric D. Sundstrom

Committee Members

Mike Rush, John Larsen, Dudley Dewhirst

Abstract

The purpose of this research was to examine conceptually and empirically the relation between change in task characteristics and satisfaction with pay. Specifically, changes in task characteristics were described and persons reacted to them, in terms of several hypothesized equity balance variables (difference-in-inputs, employees' outcome benefits, and organizational benefits), how much they thought they should be paid, equity, and pay satisfaction after the job change.

The two predominant models of job satisfaction (i.e., the fulfillment model and the discrepancy model) were reviewed. Each of these models considers intrinsic and extrinsic satisfaction as independent of each other. However, they disagree as to the interchangeability of intrinsic and extrinsic satisfaction. Field reports were reviewed, suggesting that intrinsic and extrinsic satisfaction may be neither interchangeable nor independent. Two major points emerged: (1) Task characteristics, the major source of intrinsic satisfaction with the job, are simultaneously the source of both expectations about pay and subsequent satisfaction with pay; (2) When task characteristics are changed, workers re-evaluate their extrinsic equity. A model of satisfaction, incorporating these two major points, was proposed: the hypothesized Interactive/Equity model of satisfaction is distinct from the other two models in suggesting that intrinsic and extrinsic satisfactions are neither independent nor interchangeable.

Task characteristics were manipulated via written descriptions approximating either job enrichment or job de-enrichment; and graduate students reported their reactions to the dependent measures, half in the condition of job enrichment (n = 108) and half in the condition of job de-enrichment (n = 108). Broadly significant results were achieved. In the enriched group, the results indicated that enriching tasks did create greater pay expectations and dissatisfaction with pay; both the interactive and the equity features of the hypothesized model were supported. In the de-enriched group, however, results indicated that, while recognizing that they should be paid less as a function of the change in characteristics, participants' satisfaction with unchanged pay was not significantly affected. Thus, in the de-enriched condition the interactive feature was supported, but not the equity feature. Additionally, examining differences between the relations under the two enrichment conditions indicated that the equity effect was significantly stronger with job enrichment (the under-equitable situation), but the interactive effect was equally strong in each condition.

The findings have both theoretical and practical implications. They suggest that existing models of satisfaction may be inadequate. They also suggest that practitioners might keep two points in mind before beginning any job enrichment program. First, they should know that, even when jobs are de-enriched, persons do not expect less pay. This suggests that job enrichment may be very difficult to reverse. Thus, practitioners should be very certain of the impact of job enrichment on organizational effectiveness before beginning a job enrichment program. Second, satisfaction from intrinsic and extrinsic rewards are interactive and non-interchangeable. A job enrichment program may provide increased intrinsic rewards and satisfaction, but--rather than substituting for satisfaction with pay--the enriched characteristics are likely to result in employees having greater pay expectations, and, thus, greater pay dissatisfaction if they do not get it.

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