Change pay for performance without resistance

Article Abstract:

Pay-for-performance compensation system improvement requires attention to the procedural issues of how change will be managed as well as programs and methods that will be changed. Some common mistakes that companies make when developing new pay-for-performance plans include: failing to define objectives, failing to match the program with the corporate culture, not involving people from outside of the human resources department, and failing to train employees in the new system. Employees are likely to resist changes in the pay for performance system because they feel threatened by change, are skeptical of what the programs can deliver, or are afraid of failing. This resistance can be overcome if managers consult with employees while introducing the new pay plan, state the objectives of the program clearly, and divide the more substantial change into small, manageable steps.

Management, Incentives (Business), Merit pay

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Take the mystery out of salary surveys

Article Abstract:

Understanding the basic criteria in selecting and evaluating salary surveys removes the confusion from the process of gathering compensation information. The steps in the collection process include obtaining current and accurate job descriptions; selecting standards by which jobs can be compared; and selecting the labor markets. Factors to consider in selecting the labor market include top management's perception of the company's labor market; the location of the company's employees; and variations in the labor market for different jobs. Using existing data and conducting a custom survey are the basic choices for collecting market data. In addition, third-party surveys are available from governments, trade organizations, and consulting firms.

Wage surveys

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