Topic: Fairness, Strategic HR, Job Satisfaction
Publication: Journal of Business and Psychology (MAR 2011)
Article: Trait Entitlement and Perceived Favorability of Human Resource Management Practices in the Prediction of Job Satisfaction
Authors: Z. S. Byrne, B. K. Miller, V. E. Pitts
Reviewed By: Lauren A. Wood
The use of human resource management (HRM) practices has gained popularity within organizations due to their perceived success as a competitive advantage for attracting and retaining the most qualified individuals. Past research suggests that job satisfaction is a key outcome in this relationship. Specifically, favorable perceptions of the organization’s HRM practices tend to increase employee perceptions of job satisfaction.
However, this statement should not be used to blanket all employees—job satisfaction theories suggest that an employee’s perceptions of job satisfaction results from an appraisal of what others are receiving from the company vs. what he or she is getting from the company. Here, an individual difference in equity sensitivity may come into play. Equity sensitivity concerns the degree to which people vary on their level of entitlement in the workplace (benevolent or having a lower need for rewards compared to coworkers, equity sensitive or desiring an equal amount of rewards, entitled or preferring more awards than coworkers). The authors of the current study suggest that the favorability of HRM practices—job satisfaction relationship will be moderated by each employee’s degree of entitlement.