An unequal balance? – The effects of unequal pay systems on societal motivation in Ireland

Abstract

The hypothesis that unequal pay systems create demotivating effects at a societal level was experimentally tested within a general population sample (N=187). Four pay systems, representing unequal pay for equal effort and results, were presented, and anticipated changes in motivation level on three items (productivity, pride and participation) versus baseline were measured. The four unequal systems were (1) Arbitrary (A versus B), (2) Senior versus Junior, (3) Private Sector Higher versus Public Sector Lower and (4) Public Sector Higher versus Private Sector Lower. All four unequal pay systems had significant demotivation effects versus the baseline motivation measures. The demotivation effects were also significantly ‘crowded out’ when presented within systems, which reinforced dominant legitimising myths (e.g., Seniority and Private Enterprise). Further research is needed to estimate the full economic and social capital costs of inequality and to investigate the psychological costs and benefits of ‘motivation myths’ in justifying an objectively ‘unequal’ status quo.

Keywords:

• distributive justice
• justice motive
• societal motivation
• social dominance
• social identity
• crowding out

Acknowledgements

This project was conducted as a requirement within a Higher Diploma in Psychology. We would like to thank Stuart Carr for helpful comments and suggestions on an earlier version of the present article.

Notes

1. Basis for data retention was defined as having completed baseline measured, justice and equity scales and experimental scenarios.