Aaron D. Hill

Research summary: Building on research in strategic management that has found that high levels of pay dispersion are detrimental to firm performance; we examine the potential dependence of those findings on similar dispersion in the latent potential of those resources to contribute to performance. We find that congruence between resource value dispersion and pay dispersion is positively related to organizational performance. Additionally, we find that this congruence moderates the effects of both organizational resources and organizational pay levels on organizational performance. These findings contribute to a growing line of research that explores the implications of key human resource value and pay combinations for organizational performance. Managerial summary: While differences in income between key employees (i.e., dispersed pay) can instill feelings of inequity and be detrimental to organizational performance, such differences may also increase the odds of attracting star talent and help performance. In the context of Major League Baseball (MLB), we find that performance improves when dispersions in pay are congruent with the dispersion in the contributions that team members make to their organizations. We also find that the positive effects on performance of higher total pay and of level of organizational talent are enhanced by congruent pay and contribution dispersions. These findings suggest organizations may benefit from consistent dispersions in pay and talent and that important contributions by key organizational members need to be visible when organizations have dispersed pay structures . Copyright © 2016 John Wiley & Sons, Ltd.

We present competing hypotheses regarding whether gender and ethnic minority CEO s endure inequities resulting in lower compensation and higher likelihood of job exit or benefit from their valuable, rare, and inimitable minority status, resulting in higher compensation and lower likelihood of job exit. Using a longitudinal sample, we find support for the resource‐based hypothesis regarding compensation that suggests CEO s benefit from their minority status to receive higher compensation than white male CEO s receive. However, we also find mixed support for our hypotheses relating CEO minority status to the likelihood of exit. We find that the effects of minority status on likelihood of exit are significantly different for female and ethnic minority CEO s such that the former relationship is negative while the latter is positive . Copyright © 2014 John Wiley & Sons, Ltd.

Measurement in organizational psychology is dominated by the use of approaches that require the cooperation of a respondent—namely, questionnaires and interviews. The goal of this article is to increase and improve the use of unobtrusive measures as a supplemental means to assess psychological constructs in organizational research. Specifically, we first illustrate the merit and necessity of utilizing unobtrusive measures. Next, we review the literature employing unobtrusive measures to assess psychological constructs and then discuss threats to validity associated with these approaches. Finally, we offer recommendations to enhance the effectiveness of unobtrusive measures in future research.