Pay

Conclusion

At a more general level, our consideration of pay-performance matrices is a reminder that pay diversity is clearly not necessarily a social evil; nor is it necessarily a precursor to double de-motivation. Various theories and processes do already exist for managing it. These range, as we saw, from selecting a better “fit” to the inequities and inequalities of a project; to realistic job previewing of the project and its relative pay levels; to using group incentives in competitive situations; to creating an expanded scale of diversity where cooperation is required; and, finally, to designing and testing multidimensional pay-performance systems, that explicitly incorporate shared team pay-scapes. This concept of developing shared landscapes for team functioning is where our discussion heads to next.

Keywords

These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

The motive was a pretty familiar one - money. You know, there’s nothing much worse in life than people doing the same job and getting paid at different rates. It happens in every office, in every profession in the land. Anger ... jealousy ... bitterness ... usually controllable but potentially dynamite. Source: C. Dexter, 1999, p. 274.