Transforming Traditional Pay Systems: Strategies for Employee Acceptance Amid Human, Social, and Economic Resistance Factors in South Sudan

Abstract

This study investigates employee perceptions of traditional pay systems, readiness for new models, and effective strategies for transitioning to modern compensation structures within South Sudan’s construction sector, a context marked by conflict, economic instability, and informality. Utilizing a mixed-methods approach involving questionnaires (59 respondents), interviews (21 participants), and three participatory workshops, the research aimed to assess limitations of existing pay systems, analyze resistance factors, evaluate employee readiness, and propose context-specific transition strategies. Findings consistently revealed that traditional pay systems are perceived as highly limited, particularly concerning recognition of qualifications (28.57%-33%) and overtime compensation (28.57%-32%). A significant majority of employees (65%-87%) expressed readiness and acceptance for new pay models, driven primarily by Perceived Organizational Support (29%-43%), Pay Satisfaction and Appraisal (30%-45%), and Fairness and Justice (22%-40%). Crucially, Technology/System Acceptance consistently showed the lowest impact (5%-10%), indicating that human-centric factors such as trust, transparency, and employee involvement are paramount for successful pay reform. The study concludes that effective transitions require prioritizing a supportive and just organizational environment, clear communication regarding pay components, active employee participation in decision-making, and addressing specific pain points of traditional systems, rather than solely focusing on technological integration.