When and how female employees perceive pay unfairness

Purpose Drawing on theories of equity and organizational justice, this study aims to explore the relational and contextual determinants of perceived pay inequities among female employees. Design/methodology/approach This study analyzes data from the Human Capital Corporate Panel (HCCP), a nationally representative survey-based panel dataset from Korea. The study uses approximately 11,000 employee-year observations from 2020 to 2022 to isolate the distinct, female-specific component of perceived pay unfairness, allowing us to evaluate its relationship with workplace relational features such as promotion fairness, communication openness and trust in top management. Findings The findings suggest that perceptions of pay inequities persist even after accounting for absolute pay disparities, thereby highlighting the unique impacts of relational HR practices. In addition, authors’ analysis identifies training investments and female representation in management as critical moderators of these perceptions among women. Originality/value While prior literature predominantly focuses on objective gender pay gaps, this study examines the organizational determinants of women’s perceived pay fairness. By integrating organizational justice and signaling perspectives, it reveals how procedural and relational workplace factors shape fairness perceptions and how HR investments moderate these effects by signaling organizational commitment to employee development and advancement opportunities.