임금격차와 근로시간이 종업원의 태도에 미치는 영향

This study examined the impact of pay dispersion and working hours as a proxy of performance-based HRM on employees' attitudes. In previous studies, the impacts of pay dispersion on employees’ attitudes, behaviors, and organizational performance were mixed. We divided pay dispersion into vertical pay dispersion and horizontal pay dispersion. And then we hypothesized the negative effect of pay dispersion based on social deprivation theory. In related to performance-based HRM, employees’ long working hours is another issue in Korean firms. In previous studies, working hours negatively influenced employees’ attitudes. But theoretical basis was insufficient. We hypothesized the negative effect of working hours based on job demand-resource model. Employees' attitude was measured in two ways: job satisfaction, organizational commitment. More specific hypotheses are as follows. Hypothesis 1. Horizontal pay dispersion is negatively related to employees’ attitudes. Hypothesis 1-1. Horizontal pay dispersion is negatively related to employees’ organizational commitment. Hypothesis 1-2. Horizontal pay dispersion is negatively related to employees’ job satisfaction. Hypothesis 2. Vertical pay dispersion is negatively related to employees’ attitudes. Hypothesis 2-1. Vertical pay dispersion is negatively related to employees’ organizational commitment. Hypothesis 2-2. Vertical pay dispersion is negatively related to employees’ job satisfaction. Hypothesis 3. Horizontal pay dispersion is positively related to employees’ working hours. Hypothesis 4. Vertical pay dispersion is negatively related to employees’ working hours. Hypothesis 5. Employees’ working hours is negatively related to employees’ attitudes. Hypothesis 5-1. Employees’ working hours is negatively related to employees’ organizational commitment. Hypothesis 5-2. Employees’ working hours is negatively related to employees’ job satisfaction. In order to test the hypotheses, we used the sample of 214 firms at HCCP 2013. We aggregated employees’ working hours, job satisfaction, and organizational commitment into the organizational level. Regression results indicated that vertical pay dispersion had a negative effect on job satisfaction and organizational commitment, but horizontal pay dispersion had not significant effect on employees’ attitudes. And working hours also had a negative effect on job satisfaction and organizational commitment. But two of pay dispersion had not significant effect on working hours. Our study posed some implications. First, our study posed vertical pay dispersion might negatively influence employees’ attitudes based on multiple level data and theories(equity theory and social deprivation theory). This result is an important contribution in the HRM field to add a negative evidence of pay dispersion and some theoretical bases. In addition, we practically suggested the concern on vertical pay dispersion among positions in the organization. Second, our study also posed employees’ working hours might negatively influence employees’ attitudes based on multiple level data and theories(JD-R theory). Through our study, we add a theoretical explanation for the negative effect of long working hours. We also practically suggested the necessity of reduction to working hours. Limitations of the study and future research directions were also discussed.