Pay satisfaction is a much narrower construct than job satisfaction. However, pay satisfaction is also
an important variab...
Upcoming SlideShare
Loading in …5
×

Pay satis. 2

313 views

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
313
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Pay satis. 2

  1. 1. Pay satisfaction is a much narrower construct than job satisfaction. However, pay satisfaction is also an important variable that is linked to some rather significant organizational outcomes. For example, some evidence suggests that dissatisfaction with pay may lead to decreased job satisfaction, decreased motivation and performance, increased absenteeism and turnover, and more pay-related grievances and lawsuits (Cable & Judge, 1994; Gerhart & Milkovich, 1990; Huber & Crandall, 1994; Huselid, 1995; Milkovich & Newman, 2002). 4 Strategies To Boost Pay satisfaction 1. Institute a Standard Process Institute a standard process for evaluating pay rates, adjustments (cost of living, market, and merit), and incentive/pay for performance practices on an annual or bi-annual basis. Organizations do this by using compensation surveys and/or job evaluation to evaluate pay rates. Whatever the method used, it’s recommended that you be consistent and use the same method each year. 2. Analyze How Pay Rates Differ Analyze how pay rates differ – especially among individuals in the same jobs. If pay rates are differing by valid factors such as performance, education, skills/competencies, and/or other job- related variables, this is acceptable. If they are not varying by valid factors (race, gender, and other extraneous variables), this could increase your liability so take steps to equalize pay rates and reduce differentials. Even if your policies prohibit discussion of pay rates, realize that talk does happen in the workplace and employees will be constantly comparing how they are paid relative to others. The danger is to have differentials that cannot be accounted for by performance and job- related variables. 3. Use Market Information Cautiously Be cautious when using market information to base adjustments and increases. Realize that if your organization had an extremely profitable and successful year but the market is showing a low adjustment being given by other employers and you choose to provide a low market adjustment, employees may feel a disconnect. We’ve seen this happen and it can decrease pay satisfaction. It’s recommended that you consider internal organizational factors in addition to the market as organizations are performing differently in this variable market. 4. Develop a Communication Strategy Develop a communication strategy that includes managers. Employees need to know how their pay rates are being determined at the most basic level (comparing pay rates to the market, what markets you’re using, how job evaluation is conducted, when pay rates are evaluated, how often, etc.) and what the organization’s pay philosophy is (at market, above market, etc.). Be transparent about the process, because most employees will fill in the blanks with their own perceptions, ideas, and opinions if you don’t communicate fully. While pay will likely never be your highest scoring item on an employee survey and there will probably always be some level of dissatisfaction prevalent among employees, these are strategies that many employers use to successfully enhance employees’ pay satisfaction.

×