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., Nyberg et al. 2010), option pay (e.g., DesJardine and Shi 2021), pay level (e.g., Chang, Dasgupta and Hilary 2010), the share of fixed to contingent pay (e.g., Kulich et al. 2011), and relative performance evaluation (e.g., Aggarwal and Samwick 1999), but a systemic compensation design perspective is largely missing.

Trump, President of the United States, et al., v.

In any case, communication related to pay equity should not just focus on the market logic, it should emphasize the underlying fairness rationale ( Xu et al. 2024).

UnitedHealth Group, et al .

The confidential Likert Scale Survey was used to measure employee perceptions of pay transparency ( Day 2007), pay secrecy culture ( Scott and Jordan 2018), pay transparency preferences (Scott et. al., 2020), trust in management ( Scott 1980), intent to leave ( Shields et al. 2012), and pay fairness ( Colquitt 2001), as described later.

.; “Companies should view [these findings] less as a cost and more of a need for investment,” said Bruce Y.

But those gains have been waning in recent years due to the decreasing trade union activity in businesses across the UK ( Conley 2014; Milner et al. 2019; McGuinness et al. 2011).

Although pay is a fundamental right in employment, rewards more broadly can be used to motivate employees and improve performance.Put simply, above-average rewards signal “to employees that they deserve to be rewarded for superior contributions” (Marchington et al. 2021).

Both are valid objectives and use similar tools, but they answer different questions ( Hofman et al. 2021).

We created a new measure for CEO complexity by building on previous work ( Albuquerque et al. 2022; Alolah 2024; Burkert et al. 2023; Murphy and Sandino 2020).