Compensation: Impact of Rewards,

Organisational Justice on Job Satisfaction and

Turnover Intentions in Retail Store Operations
A Study of Delhi and NCR
Pooja Misra, Neeti Rana
1
and Varsha Dixit
1
Birla Institute of Management Technology, Greater Noida, UP
1
Gautam Buddha University, Yamuna Expressway, Greater Noida, UP
E-mail: pooja.misra@bimtech.ac.in; neetu@gbu.ac.in; varsha@gbu.ac.in
ABSTRACT
Compensation infuences key outcomes like job satisfaction, attraction, retention, performance, skill acquisition, co-
operation, motivation and turnover intent of employees. Retention and motivation of personnel has become a major
concern for HR especially in the Indian Retail industry. Compensation & Benefts have been ascribed to be one of the
factors responsible for the high attrition rate. Study of pay and turnover intent, shows that there is a negative relationship
between the two factors. Compensation, used as rewards for excellent job performance affect an employees job
satisfaction level, morale and turnover intentions. In compensation studies, process of social comparison with relevant
others are a major determinant of job satisfaction. Put into the context of pay satisfaction, Adams equity theory argues
that one compares ones job input/pay ratio with certain referents. Heneman and Schwab conceptualized pay satisfaction
as a multidimensional construct. Pay satisfaction is an important determinant of turnover and an employees intent to
leave the organization.
Compensation is formulated based on internal consistency and pay level relative to the market. An effective and just
compensation policy can act as a stimulant for an organization to gain a competitive edge. Employees with perception
of higher levels of procedural and distributive justice are more likely to feel obliged and perform their roles by putting in
discretionary effort. The fairness of an internally aligned and externally competitive pay structure is judged in terms of
organizational justice ie. distributive and procedural justice.
The present study seeks to analyze the impact of Compensation components in terms of Rewards and Benefts and
Organizational Justice on Turnover Intentions and the role of Job Satisfaction in terms of Pay. This study has been
done for the Indian Retail Industry with special reference to Retail Store Operations. From the study it was seen that
Rewards and Organizational Justice in terms of Distributive and Procedural Justice impact Job Satisfaction which
in turn affects and could be ascribed as one of the reasons for high attrition rates. In addition, there could be other
reasons such as challenging work role, role of supervisor, training and development opportunities etc. which could
impact turnover intentions of employees in the Indian Retail industry and the same needs to be further researched.
The research also showed that employees believed in having a clear and transparent compensation system refective of
performance and productivity and they were keen that the Management should be willing to address any pay issues. Job
satisfaction in terms of pay was seen to be impacted by pay received in relation to referent others and the Management
should be conscious of attempting to maintain parity amongst employees and relative to other Companies in the Retail
industry. The independent factors of Financial (base pay, merit pay, incentive, bonus etc.), non Financial Reward
(discount coupons, employee of the month), Benefts, Distributive and Procedural Justice impact Job Satisfaction
which in turn impacts absenteeism and attrition rates in the Retail industry. It is interesting to see that there is no
difference in Job satisfaction levels between male and female employees which works in favor of Store Operations
management.
Keywords: Compensation, Distributive Justice, Procedural Justice, Job Satisfaction, Turnover
Intent
Proceedings of the International Conference on Business Management & Information Systems, 2012
406 Business Management and Information Systems
Introduction
The Retail Industry of India, today, accounts for over 10 per cent of the countrys GDP and is one of the most
dynamic and fast paced industries. It is gradually inching its way towards becoming the next booming industry.
It is projected to grow to US$ 833 billion by 2013 and US$ 1.3 trillion by 2018, with a compound annual growth
rate (CAGR) of 10% and employs almost 8% of Indias employable population (Rahman 2012). The factors
responsible for the rapid growth are population expansion, increasing wealth of individuals and rapid construction
of organised retail infrastructure. As per a report of Deloitte Consulting 2012 on Compensation Trends
Survey 2012, attrition is a major challenge for the Retail Industry primarily in the Junior Management
level and in the sales roles. Attrition rates in this industry are 35-40% with front end jobs facing 60-
80% attrition rate. Thus, it is imperative to conduct research in this industry especially for Retail Store
Operations. One of the factors responsible for the high attrition rates is Compensation & Benefts.
As per Singh and Mishra (2008), few studies have been done on analyzing HR challenges in the
Indian retail sector and also with regards to the extant research there are gaping holes. While developing processes
and systems, Indian retailers need to develop a set of good HR practices to enhance competency and retention of
employees (Singh and Mishra 2008). Evidence shows that high levels of employee engagement are associated
with improved individual employee performance (Smythe, 2008; Luthans and Peterson, 2002). A sense
of return on investments can come from external rewards and recognition in addition to meaningful
work. Benefts, pay, incentives are some of the compensation package components that created value
for the organizations and its employees. Compensation, which was used as rewards for excellent job
performance affect an employees morale and job satisfaction. In view of the Social Exchange Theory,
employees on receiving rewards and recognition from their organization feel obliged to respond with
higher levels of engagement. Employees with perception of higher levels of procedural and distributive
justice are more likely to feel obliged and perform their roles by putting in discretionary effort and giving
more of themselves through greater levels of engagement.
Compensation
The term compensation includes pay, incentives and benefts offered by the employers of the company
for hiring the services of the employees. Compensation plays an important role in maintaining and
retaining an effective workforce (Bergmann and Scarpello 2001). A compensation policy which is just
and effective acts as a catalyst for an organization to gain a competitive edge. Studies have shown that
compensation was one of the strongest determinants of employee attitudes, motivation and behaviors
(Gerhart and Milkovich, 1992). Compensation infuences key outcomes like job satisfaction, attraction,
retention, performance, skill acquisition, co-operation and motivation.
Compensation primarily has two objectives a reward for services rendered to the organization and
to act as a stimulus or motivate employees to improve performance. Benefts and Rewards such as bonus,
incentives, merit pay, stocks are considered a powerful tool for long term retention of potential employees.
When peoples perception is that they are being treated fairly and appreciated, they give more of their
time, creative energy and value adding discretionary effort, which directly impacts the organizations
and individuals performance. Organisational Justice is fundamental to compensation systems.
The fairness of an internally aligned and externally competitive pay structure is judged in terms of
distributive justice and procedural justice. Procedural justice is the perceived fairness of procedures
for determining the pay structure, the rules and procedures guiding pay decisions and the information
that accompanies their implementation. Distributive justice is perceived fairness of pay received, ratio
between the contribution of employees (input) and compensation received relevant to others. Researchers
have stressed that many employees perceive pay allocation decisions to be unfair (Heneman and Judge
2000; Tekleab et al. 2005) which may explain the weak link between actual pay and performance.
Compensation: Impact of Rewards, Organisational Justice on Job Satisfaction and Turnover Intentions . . . 407
Job Satisfaction
Job satisfaction is defned as a pleasurable or positive emotional state resulting from the appraisal of
ones job or job experiences (Locke, 1976). Thus, job satisfaction is directly tied to individual needs
including challenging work, equitable compensation and a supportive work environment and colleagues
(Ostroff, 1992). In compensation studies, process of social comparison with relevant others is a major
determinant of job satisfaction. Put into the context of pay satisfaction, Adams equity theory argues that one
compares ones job input/pay ratio with certain referents. It can be understood as an outcome of the gap between
what one desires, and what one gets (Lawler 1964). Heneman and Schwab (1985) conceptualized pay
satisfaction as a multidimensional construct and defned a four facet structure of pay satisfaction - pay
level, benefts, raises, structure and administration. Pay satisfaction is an important determinant of turnover
and an employees intent to leave the organization ((Hom and Griffeth, 1995).
Research Objectives and Focus Issues
Interestingly, research in India has not yet fully investigated impact of compensation components in
terms of Organizational Justice ie Distributive and Procedural Justice and its impact on Job Satisfaction
and turnover intentions for the Retail Industry especially for Retail Store Operations. The scope of the
study would be the Retail industry in India with specifc reference to Retail Store Operations in Delhi
and NCR.
To analyse the impact of Compensation Components (Financial and Non Financial Reward and
Benefts) in terms of Organisational Justice Distributive and Procedural Justice on turnover
intentions and the role of job satisfaction.
To investigate the infuence of Compensation components (Financial and Non Financial Reward
and Benefts) in terms of Organisational Justice Distributive and Procedural Justice on Job
Satisfaction.
To analyse the impact of Job Satisfaction levels on Turnover Intentions in Retail Store Operations.
Literature Review and Study Hypothesis
Indian frms are using clear remuneration policies to attract and retain talent. Research shows that
organizations with fatter, more participative management perform better than rigidly hierarchical
organizations. If everyone is eligible, should incentive pay go to all employees? Job performance is
infuenced directly by extrinsic factors such as fairness of current rewards and potential for rewards.
Despite the recognition of pay valence for employees in general and salespeople in particular,
dissatisfaction with pay and compensation plans remains prominent in employee surveys (Ramaswami
S and Singh J, 2003). The frm linkage between satisfed workers and customer satisfaction drives a
large number of organizations to utilize incentive programs to improve workplace productivity, reduce
absenteeism and reward employees contributions (Renk K, 2010). Researchers have identifed job
characteristics, perceived organizational support, perceived supervisor support, reward and recognition,
procedural justice and distributive justice as antecedents of employee engagement (Sak 2006).
Distributive and Procedural justice seems to be viewed by employees as more important than actual
pay. Bhatnagar J (2008) conducted research on talent management in Indian BPO/ITeS employees in
the ITeS sector. Of the top fve: job satisfaction and retention factors; fair pay was one factor.
Of the three types of compensation, straight salary, combination and straight commission; the
combination plan is the most popular (Cooke E 1999). Poornima (2009) in her study stated: Herzbergs
motivation is based on an employee being satisfed or not satisfed. If hygiene factors are not present in
an organization, it can de-motivate and cause dissatisfaction. Studies have found that unskilled workers
408 Business Management and Information Systems
demonstrate a desire for extrinsic rewards. Based on the fairness of pay ie procedural and distributive
justice theory, biases in performance appraisal and biased pay allocations, can be viewed as violations of
organizational justice, and/or as forms of organizational politics (Salimaki A and Jamsen S, 2009).
Pay performance incentives differ across executives according to their responsibility and are
structured to motivate managers (Aggarwal RK and Samwick A, 2003). A study demonstrates that
employees who receive higher amounts of pay (pay level) feel more highly valued by the organization
(Organisation based self esteem ie OBSE), and those who feel valued highly (OBSE) are rated as higher
performers. A pay structure that is perceived to be unequal is associated with a substantial reduction
in both non-union members overall job satisfaction and their satisfaction with pay (Petrescu A and
Simmons R, 2008). Results showed that all factor loadings for the four dimensions of pay satisfaction are
relatively strong, with the highest for Pay-raise, followed by Benefts, Structure/Administration and then
Pay-level. If the best employees receive desired rewards, they may exhibit higher job satisfaction and,
as a result, reduced turnover. Results also showed that expectancy perception, instrumental perception,
distributive justice and procedural justice are signifcant determinants of satisfaction with pay incentive
schemes (Ogenyi OE and Victoria OO, 2006). When compensation is judged as being fair, in relation
to both internal and external equity, it can increase the feeling of job satisfaction for all employees.
The possible developments of this research could lead to a comparison between employees of several
countries (Igalens J and Roussel P, 1999).
Compensation used as rewards for excellent performance affects an employees morale and job
satisfaction. The four drives that underlie motivation are the drive to acquire (The reward system),
drive to bond, drive to comprehend and defend (Nohria N 2008). It is suggested for the organisation to
consider performance-based pay and benefts in designing compensation system as performance based
pay has infuences on job satisfaction and organisational commitment which are amongst the important
organisational factors. (Ibrahim II and Boerhaneoddin AA, 2010).
Turnover intent is the intent of an employee on a voluntary basis to leave the organization. Study of
pay and turnover intent, shows that there is a negative relationship between the two factors (Montowidlo,
1982). Equity theory research shows that employees who felt that they were being paid unfairly leave
the organisation (Milkovich & Newman, 2005). Vandenberghe and Tremblay (2008) and Tekleab, Bartol,
and Liu (2005) have cited distributive and procedural justice as determinants of pay satisfaction which in
turn negatively impacts turnover.
From the review of literature, it is thus seen that Compensation components such as Merit Pay,
Incentives, Non fnancial Reward and Organisational Justice ie Procedural and Distributive Justice could
impact Job Satisfaction levels which in turn could impact Turnover Intentions.
Model Proposed
Compensation: Impact of Rewards, Organisational Justice on Job Satisfaction and Turnover Intentions . . . 409
Research Methodology
Given the exploratory nature of the research it was Ex Post facto in nature. The design of the
approach for investigation included self-completed questionnaires and possible secondary sources
(statistical handbooks, books, reports, journals, internet information). Primary data was collected
through administered questionnaires to assess the impact of rewards and benefts and distributive
and procedural justice on turnover intentions and the role of job satisfaction. The data was collected
from 118 employees, who are working in Retail Store Operations ie Store Managers and Customer
Associates in Delhi and NCR region. The respondents were approached personally for their responses
and interviews.
The descriptive statistics of the data is given below:
Table 1. Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
Reward 118 14.00 36.00 24.2157 6.07392
Job satisfaction 118 16.00 70.00 41.2745 12.18865
Distributive Justice 118 14.00 57.00 39.4118 11.50509
Procedural Justice 118 12.00 55.00 29.9412 9.15950
Turnover Intentions 118 5.00 22.00 13.2941 3.78045
Valid N (listwise) 118
Analysis and Interpretation
Reliability
The reliability of questions for analyzing Reward (Financial and non Financial Reward, Benefts),
Organisational Justice ie Procedural and Distributive Justice, Job Satisfaction and Turnover intentions
was tested through Cronbach Alpha. For Reward, questions such as achieving targets leads to good
incentive payouts by the Company; in the past few weeks, I have received praise or recognition for doing
good work,; good performance leads to receiving discount coupons and being awarded the employee
of the month; the fnancial rewards are a direct refection of my contribution to the organisational goals
were asked. Cronbach Alpha for Reward was 0.770 which indicates good internal consistency amongst
the questions asked.
In case of procedural justice, questions such as the management is available to discuss fairness
of procedures regarding pay issues of concern to me; my opinions are considered during annual Merit
Pay increase, incentive payout etc.; Financial and non fnancial rewards determination is free of bias
were asked. For distributive justice, questions such as compared to peers in my Company and other
Companies in the Retail Industry, I am suitably compensated in terms of Annual Bonus, merit payout,
incentives; I work too hard considering my outcomes were asked. The Cronbach Alpha for Procedural
and Distributive Justice was 0.931 and 0.915 indicating strong internal consistency. Cronbach Alpha
for Job Satisfaction and Turnover Intent was 0.934 and 0.657. This shows that reliability of questions
for Reward, Organisational Justice in terms of Procedural and Distributive Justice, Job Satisfaction and
Turnover Intentions was good.
Pearson Correlation Analysis
Table 2 shows that there is a high co-relation of 0.660 and 0.561 between Reward and Procedural and
Distributive Justice. The correlation for Distributive and Procedural Justice (in terms of reward) and
410 Business Management and Information Systems
Job Satisfaction is also high (0.691 and 0.854 respectively) for employees in Retail Store Operations in
the National Capital Region. The correlation in case of turnover intention shows that the independent
parameter of reward, procedural justice and distributive justice has a moderate impact and thus
Compensation can be ascribed as one of the reasons for high attrition levels.
Principal Component Analysis
The Principal component analysis was done to understand the key factors which affect Reward,
Procedural and Distributive Justice and Job Satisfaction for employees in Retail Store Operations. This
will help the Senior Management understand and maintain focus on a limited set of primary factors
which can increase the level of Job Satisfaction in Retail Stores and thereby help reduce attrition rates.
Reward
The value of KMO is 0.606 which indicates that the correlation between the pairs of variables can be
explained and factor analysis as a data reduction technique is appropriate. Bartletts test of sphericity is
used to test the null hypothesis that there is no signifcant difference between the observed co-relation
matrix and identity matrix. Eigenvalues represent the amount of variance associated with the factor.
The results showed that three components are able to explain 67.003% of variance.
Table 2. Pearson Correlation Analysis
Reward Job Satisfaction
Distributive
Justice
Procedural
Justice
Turnover
Intentions
Reward 1
Job satisfaction 0.403** 1
Distributive Justice 0.660** 0.691** 1
Procedural Justice 0.561** 0.854** 0.805** 1
Turnover Intentions 0.427** 0.323* 0.418** 0.428** 1
**Correlation is signifcant at the 0.01 level (2-tailed); * Correlation is signifcant at the 0.05 level (2-tailed)
Figure 1. Component Plot in Rotated Space
The rotated component matrix and loading plot shows that each variable of Reward is predominantly
loaded on one of the three components. The three components can be labeled as do the fnancial payouts take
care of the needs of employees, achieving targets leads to good fnancial payouts and good performance
Compensation: Impact of Rewards, Organisational Justice on Job Satisfaction and Turnover Intentions . . . 411
leads to non fnancial rewards and recognition. Therefore, while designing compensation components the
HR and Senior management needs to keep the above three factors in mind.
Distributive Justice
In case of Distributive Justice, KMO value is 0.763 which shows factor analysis as a data reduction
technique is appropriate. Eigenvalues show that two components are able to explain 64.681% of
variance.
Figure 2. Component Plot in Rotated Space
The rotated component matrix and loading plot shows that each variable of Distributive Justice is
predominantly loaded on one of the two components. One component can be labeled as: Are the rewards
received a refection of the effort put in by the employee and the second component can be labeled as are
the rewards (fnancial, non fnancial) and benefts received suitable in comparison to referent others (in
the same company and other companies in the Retail industry). The Senior Management thus needs to be
aware that with regards to Distributive Justice the above two factors are met taken care of.
Procedural Justice
In case of Procedural Justice, KMO value is 0.860 which shows factor analysis as a data reduction
technique is appropriate. Eigenvalues show that two components are able to explain 70.055% of
variance.
Figure 2. Component Plot in Rotated Space
412 Business Management and Information Systems
The rotated component matrix and loading plot shows that each variable of Procedural Justice for
the Retail Store Operations is predominantly loaded on one of the two components. The two components
that managers need to ensure for are: The payout policies should be communicated quickly and are bias
free; In addition, Opinions of employees at all levels should be considered while deciding on payout
policies for fnancial and non fnancial reward and benefts.
Job Satisfaction
In case of Job satisfaction, KMO value is 0.870 which shows factor analysis as a data reduction
technique is appropriate. Eigenvalues show that three components are able to explain 74.795% of
variance.
Figure 2. Component Plot in Rotated Space
The rotated component matrix and loading plot shows that each variable of Job Satisfaction in terms
of Pay for the Retail Store Operations is predominantly loaded on one of the three components ie are the
employees satisfed with the incentive payout, bonus, merit pay increase etc.,; impact of compensation
package and motivation levels on job satisfaction levels and are employees satisfed with the processes
and procedures adopted in case of compensation policies and administering of pay policies Thus for
maximizing of job satisfaction in terms of pay, managers need to keep a sharp focus on these three factors.
Regression Analysis
Regression analysis helps us understand how the typical value of the dependent variable changes when
any one of the independent variables is varied, while the other independent variables are held fxed.
Keeping in mind, the strong correlation between Reward and Distributive and Procedural Justice (to
avoid the problem of multicollinearity), in case of regression analysis Rewards parameter was dropped.
On taking the independent variables as Procedural and Distributive Justice and the Dependent variable
as Job satisfaction, the value of R
2
derived was 0.730 which shows that 73% of the variation in Job
satisfaction can be explained by Organisational Justice ie Procedural and Distributive Justice in terms
of Financial and non fnancial rewards and benefts.
Table 3. Model Summary
b
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .854
a
.730 .719 6.46557
a. Predictors: (Constant), Procedural Justice, Distributive Justice
b. Dependent Variable: Job satisfaction
The equation derived from regression analysis is:
Job Satisfaction = 7.147 + 0.10Distributive Justice + 1.127 Procedural Justice
Compensation: Impact of Rewards, Organisational Justice on Job Satisfaction and Turnover Intentions . . . 413
This shows that in Retail Store Operation in NCR region Job Satisfaction is expected to increase by
1.127 when Procedural Justice increases by 1 and by 0.12 when Distributive justice increases by 1.
The Linear Relationship between Job satisfaction (independent variable) and Turnover intentions
(dependent variable) shows that the goodness of ft is 0.104 ie 10.4% of reasons for turnover intentions
are explainable by Job satisfaction in terms of pay. This shows that one of the reasons for high attrition
rate could be job satisfaction of the employee in terms of organizational justice where pay and rewards
are concerned. This also shows that in addition to pay satisfaction there could be other reasons such as
training and development opportunities, motivation levels, role of supervisor, challenging job role etc.
which could also be reasons for the high attrition rate in the Retail industry. The same can be further
researched into.
Table 4. Model Summary
b
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .323
a
.104 .086 3.61429
a. Predictors: (Constant), Jobsatisfaction
b. Dependent Variable: TurnoverIntentions
T Test
A T-Test was also conducted to check for signifcant difference in Job satisfaction levels between male
and female employees in Sore Operations in the Retail industry in NCR.
H0: There is no signifcant difference in Job satisfaction levels between male and female employees
in Store operations.
H1: There is signifcant difference in Job satisfaction levels between male and female employees in
Store operations.
An independent sample t-test was conducted to compare Job Satisfaction levels between male and
female employees. It was seen that there was no signifcant difference in score for male (Mean = 41.1351,
Sd. = 12.48) and female (Mean = 41.64, Sd. = 11.81; p = 0.89). Thus it was seen that the company is not
discriminating in terms of pay policies and procedures in case of male and female employees in the Retail
sector and therefore, the pay satisfaction levels for bot male and female employees are similar.
Conclusion
Thus from the research it is seen that for Retail Store Operations in Delhi and National Capital
Region, Organisational Justice (in terms of Reward) ie Distributive and Procedural Justice) has an
impact on Job Satisfaction which further impacts and could be ascribed as one of the reasons for high
attrition. From regression analysis, it was seen that 73% of the variation in Job satisfaction can be
explained by Organisational Justice ie Procedural and Distributive Justice in terms of Financial and
non fnancial rewards and benefts. A correlation between Reward and Organisational Justice, Reward,
Organisational Justice and Job Satisfaction and Reward, Organisational Justice, Job Satisfaction and
Turnover Intentions has been established. However, in addition there could be other reasons such as
challenging work role, development opportunities, supervisors role etc which could also be the reason
for the high attrition rates and the same needs to be further researched. The Management of Retail
Companies need to ensure that Rewards (Financial and Non fnancial) and benefts are a true refection
of performance and should be based on productivity levels. They also need to focus on the fact that pay
policies are transparent and fair and are communicated quickly and clearly to employees. It is important
that the Retail Companies understand that Rewards (fnancial, non fnancial) and benefts received
should be suitable in comparison to referent others (in the same company and other companies in the
414 Business Management and Information Systems
Retail industry), achieving targets should lead to good fnancial payouts and non fnancial rewards
and recognition. These independent factors put together affect Job satisfaction levels in terms of Pay
which in turn impacts absenteeism and attrition rates in the Retail industry. It is interesting to see that
there is no difference in Job satisfaction levels between male and female employees which works in
favor of Store Operations management. It also needs to be kept in mind that the study was limited to
Delhi and the National Capital Region only and it was focused on entry level and Junior management
of Retail Store Operations. Thus, its application for senior management level would need to be further
investigated.
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