Jealousy on the job

Article Abstract:

A survey of 278 employees from approximately 200 companies was performed to determine the effect of jealously on business operations. Respondents were asked to comment on their involvement in workplace jealousy as a benefit provider, a benefit recipient, or as a jealous person. For a one month period, 58% of the respondents reported they were directly involved in a jealous situation as a benefit provider or recipient, and 29% revealed they had been jealous of another person. One-third of the respondents reported observing interpersonal centered jealous events, 61% of whom reported that they saw events associated with tangible rewards such as a salary increase, and 56% of whom reported that they saw jealous events associated with intangible rewards such as praise. To deal with jealously effectively, managers must admit it is an organizational problem, recognize and understand its dynamics, and be sensitive to its causes.

Psychological aspects, Employee morale, Industrial psychology, Office politics, Industrial-organizational psychology

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The advantages of knowledge-based pay

Article Abstract:

Companies wanting to effect organizational change in order to adapt to a changing business environment will benefit by implementing knowledge-based pay systems for some segments of their workforce. As companies make organizational transitions to meet changing business strategies, they need to adjust the way work is accomplished and what is expected of their workforce. Knowledge-based systems compensate employees for their range of knowledge, the number of business skills the have, and the level of those skills. In a firm using a knowledge-based pay system, workers are hired at below market rates and their level of pay is increased as they gain skills and knowledge. The benefits of the system include a leaner and more flexible staff, a flatter organizational structure, and a decrease in overall labor costs.

Analysis, Pay-for-knowledge systems, Pay for knowledge systems

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