Study On The Relationship Between Pay-level Satisfaction And Counterproductive Work Behavior

With rapidly changing of business environment, the internal structure of the organization also will conduct adaptive changes, during this process, the academic and business community is increasingly recognizing that the importance of employees who are cooperative and positive. Therefore, how to establish and maintain good relations between employers and employees to enhance employee Cooperative willingness and initiative and reduce the negative behaviors of employees has became a hot topic. Basing on the previous salary-related study, we found that low pay-level satisfaction has many adverse impacts; however, adding salary may be not a good solution. Therefore, the theme of this paper is to seek another way to alleviate the adverse effects of low pay-level satisfaction.Employee participation and salaries have a similar incentives effect. Not only decision-making and information sharing can increase the employees’ sense of autonomy in work which employees can get a better psychological experience, but also transfer an actively signal to employees that they have an important value to the organization. Therefore, in some extent Employee participation can compensate those who have low pay-level satisfaction. Based on distributive justice theory, we constituted a model which contained pay satisfaction, counterproductive work behaviors, and employee participation. The negative effect between pay-level satisfaction and counterproductive work behaviors, and the moderating effect of employee participation on pay-level satisfaction and counterproductive work behaviors are tested respectively.Hierarchical regression analyses revealed that pay satisfaction had a significant negative effect on CWBI and CWBO. Especially, we found that decision-making buffered the negative effects of low pay-level satisfaction, and that information-sharing exacerbated the negative effects of low pay-level satisfaction. This result may be two reasons: First, information sharing is a low level of employee participation, which has less incentive effects than decision-making, and much information to share may waste time and energy; the second is the negative information to share may lead negative emotions and behaviors.