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The aim of this study is to find out whether managers can facilitate employee understanding of the pay system through a goal‐setting process. The paper draws from Thierry's largely untested Reflection Theory to study employee pay satisfaction.

Based on the theory, it is posited that managerial goal setting improves employee pay satisfaction through increased employee knowledge and perceived meanings of pay. The hypotheses are tested with survey data from one municipal health care organization.

The results of the study show that both knowledge and meanings of pay mediate the effects of goal setting on pay satisfaction. The paper finds support for the somewhat distinguishable roles of instrumental and symbolic meanings of pay. The regression analyses show that the former fully mediates the effect of pay level and the latter fully mediates the effect of goal setting on pay satisfaction. Even though the analyses do not provide evidence that common method variance would explain the results, it remains a potential issue.

Future research is needed to establish the dimensionality of meanings – positive as well as negative – a pay system can convey, and to explore the degree to which they can be managed.

The results of the study suggest that organizations can promote their ROI of pay systems by paying attention to the employees' interpretations of messages conveyed by the pay system implementation process. More specifically, the results demonstrate that managers can contribute to employee pay satisfaction via a goal‐setting process that informs employees about the functions of the pay system and use the system to give feedback on the job.

The study provides a unique but preliminary test for Reflection Theory.

The purpose of this study is to investigate the various enablers of and constraints on employees' information sharing on an enterprise social media platform. It draws on two theoretical perspectives, communication privacy management theory and the technology affordance framework, as well as on empirical data in an attempt to paint a comprehensive picture of the factors shaping employees' decisions to share or not share information on enterprise social media.

This qualitative field study is based on semi-structured interviews and enterprise social media review data from a large Nordic media organization.

On an enterprise social media platform, privacy management principles shape employees' information-sharing decisions in relation to personal privacy boundaries, professional boundaries and assumed risks, online safety concerns and perceived audience. Additionally, the technological affordances of visibility, awareness, persistence and searchability shape employees' information sharing in varying and sometimes even contradictory ways. Finally, organizational factors, such as norms, tasks and media repertoires, are associated with employees' information-sharing decisions. Together, these three dimensions, personal, technological and organizational, form a model of the enablers of and constraints on employees' decisions to share information on enterprise social media.

This study extends the understanding of different factors shaping employees' decisions to share or not share information on enterprise social media. It extends the two applied theories by uniquely combining interpersonal privacy management principles with a technological affordance framework that focuses on the relationship between the user and the technology. This research also furthers the authors' knowledge of what privacy management principles mean in the organizational context. This study shows connections between the two theories and extends the understanding of technology affordances as not only action possibilities but also constraining factors. Additionally, by revealing what kinds of factors encourage and inhibit information sharing on enterprise social media, the results of this study support organizations in their efforts to manage information sharing on enterprise social media systems.