Compensation Although Archaelogists Do Not Term Paper

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In the past, Payless was hesitant to determine salary increases on individual performance, because of the possibility of demoralizing employees. However, the company decided to follow other companies, because it helps retain top performers and provides more a greater degree of accountability in the corporate culture (Marquez, 2006).

As a result, at Payless, the average salary increase for high performers jumped from 9.5% in 2004 to 9.9% in 2005, while the average merit increase only rose 0.2% over the same period. Payless' new program requires its 12 business unit leaders to create a "nine box," with each box detailing an employee profile, how the manager should address the employee's performance and growth potential and what the range of the salary should be. One box may have the name of an employee who is out the door for not performing well enough and another box may have a top performer who is getting a huge increase (Marquez, 2006).

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Both of these companies say it is too early yet to know if this change in compensation approach will be a positive or negative.

There have always been certain professions that felt more comfortable or expected working this way, such as salespeople. Sales compensation can be distinguished from other employee pay programs because salespeople have a direct and measurable impact on the company's revenue. This impact creates the opportunity to directly hinge a salesperson's individual performance as it relates to developing a positive impact on the business by: 1) Supporting the company's marketing and selling plans;

2) Communicating performance expectations; 3) Influencing the efforts and behaviors of employees engaged in the selling process by rewarding based on performance outcomes, and 4) Contributing to the.....

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