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PurposeThe purpose of this paper is to examine: the direct effect of perceived pay equity, the interaction of perceived pay equity and productivity, and the relative effects of perceived internal and external pay equity on organizational commitment (OC) among US scholars of color.Design/methodology/approachThe study surveyed 160 professionals. Correlation and hierarchical regression were employed to test the hypotheses.FindingsPerceived pay equity directly influenced OC and interacted with scholarly productivity to affect commitment. Highly productive participants who perceived pay equity reported the highest commitment. When pay was seen as inequitable, the most productive scholars reported the lowest commitment. Perceived internal pay equity had an effect, over and above perceived external pay equity on commitment.Research limitations/implicationsThe study was conducted in one industry in the USA, so the results should be generalized cautiously. While, the data were single-source and cross-sectional, the findings were consistent with previous research.Practical implicationsFindings may be useful for minority scholars' supervisors since they have knowledge of the productivity and salaries in the department and can provide a detailed explanation for pay differences to enhance pay equity perceptions, particularly for the most productive scholars.Originality/valueThis study adds to the equity and relative deprivation theory research investigating the effect of perceived pay equity on employee outcomes by examining perceived internal and external pay equity perceptions and productivity on OC. Results suggest that highly productive minority professionals in higher education are particularly sensitive to pay equity.

Purpose– The purpose of this paper is to investigate the effects of the socio-demographic diversity characteristic, racioethnicity, vs the deeper-level socially constructed attribute, awareness of racial privilege (which the authors termed "racial awareness"), on perceptions of organizational justice and on trust in management (TM) (trust) in a US context. The authors predicted that racial awareness would have a greater effect on perceptions of interactional and procedural justice and on trust than would participant racioethnicity. Second, the authors predicted that justice perceptions would influence trust. Finally the authors predicted that justice perceptions would mediate between racial awareness and TM.Design/methodology/approach– The authors surveyed Black, Hispanic and Native American professionals in one industry in the USA. The authors employed regression and bootstrap analyses to test the hypotheses.Findings– Racial awareness influenced justice ratings and TM. Justice perceptions influenced employee trust. Interactional and procedural justice had indirect effects on the relationship between racial awareness and trust, supporting the hypotheses.Research limitations/implications– Respondents were primarily African-American, so additional research to assess attitudes of other groups is needed. Respondents belonged to a minority networking group which provided the sample. It is possible that their membership sensitized the respondents to racial issues.Practical implications– The finding suggest that managers can positively influence US minority employees' trust regardless of the employees' racial awareness by treating them with dignity and respect and by ensuring fairness in the application of organizational policies and procedures.Originality/value– This study examined the impact of US minority employee racial awareness on justice perceptions and TM, important variables in the employer-employee relationship. Findings indicated that racial awareness was a better predictor of employee attitudes than was racioethnicity.