Les déterminants de l’équité salariale : quelles attitudes et perceptions des cadres dirigeants en Tunisie ?
Employees express an expectation of fairness in terms of training, promotion, mobility, and in particular, remuneration. To better meet these expectations of fairness, theoretical and empirical reflection is necessary. The objective of this study is to identify the determinants of fair remuneration...
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| Autori principali: | , |
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| Natura: | Article ou chapitre numérique |
| Lingua: | Français |
| Pubblicazione: |
2024
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| Soggetti: | |
| Accesso online: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |
| Riassunto: | Employees express an expectation of fairness in terms of training, promotion, mobility, and in particular, remuneration. To better meet these expectations of fairness, theoretical and empirical reflection is necessary. The objective of this study is to identify the determinants of fair remuneration practices within the management team in Tunisia. Depending on the personal characteristics of the respondents, we can identify the multidimensionality of the concept of equity, specifically “internal equity” and “external equity.” Among the criteria listed, five stand out as particularly important for the managers interviewed: the effort exerted, educational qualifications, competence, assumed responsibilities, and performance in the role. The judgment of “fair” remuneration is thus more heavily influenced by individual attributes than by the nature of the work itself and how it is executed. Among the majority of senior executives interviewed, the equitable pay gap “should” not exceed two and a half times. However, some leaders advocate for a larger equitable spread, up to five times. These senior executives emphasize factors such as nationality, multidisciplinary skills, risk and responsibility undertaken by their hierarchical superiors, as well as the significance of the position held. |
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