Total Compensation Is The Package Of Quantifiable Rewards

well as those that are hidden, such as time, which equates to part of your salary.

The requirements for Security and confidentiality in the organisation are that if you have any work with clients/colleagues personal information then you shouldn’t leave them in view for other people to see as this could lead to fraudulent activity or discrimination against that person. The organisation must remain professional at all times and must never disclose too much information. If annual income sheets are disclosed within the office

Whether you are looking for a promotion or starting a new job, salary negotiation provides one of the best routes to increase your pay package. Unfortunately many people do not think of negotiating because they feel uncomfortable or are outright scared. A study conducted by Salary.com, extricates the divide by revealing that a sizable 18% of people do not negotiate for pay. The same statistics indicate that a whopping 44% of people have never considered bringing the issue to the negotiating table. The gender divide is also evident, since more women than men find themselves in this bracket.

The challenges of an organization can influence the performance of an organization from a satisfaction with pay (Gomez-Mejia, Balkin, & Cardy, 2016, p. 296). The employee salary within an organization is a huge cause for turnover of employees (p. 296). First, the topic of employee salary is of great importance for the current and potential workforce (Lee & Lin, 2014, p. 1577). In addition, employees that have the perception on receiving lower compensation that others within their market will lack in performance and have a desire to leave the organization (p. 1577). In retrospect, the regular evaluation of compensation within the organization is vital to the reduction of employee turnover (p. 1577).

In this country, getting paid to perform your job is understood. It is routine. It is expected. It is right. But how is one employee’s salary regarded in comparison to another employee’s salary? Do these salaries have to be equal? Most would agree that if both employees are performing the same tasks at the same establishment with the same amount of dedication and efficiency, equal pay is deserved. But what about if one employee is male and the other female, then on what grounds are their salaries determined? This answer shows its true colors through the life of one woman working for a well established company where nearly all employees were men, and for her particular position, she was the sole female. Her efforts to overcome pay

We will now analyse motivations to improve remuneration disclosure using the theories of financial accounting. Accounting theories typically either explain or predict accounting practice or they stipulate unambiguous accounting practice.

Majority of the people believe that workers should be paid the amount that they are worthy of getting paid. In a free-market economy, the salaries of different persons should be different. For example, the salary of a 16 year old boy should not be similar to a 30 year old lady or single mother. There should be some

The gender pay gap is no stranger to the lime-light however the most recent data tells a frightening story. Sex

Ehrenreich discusses how the employers manage to disclose any information of pay to applicants during interviews in this way:

To protect privacy (to some extent), financial figures are often disclosed in ranges such as "$100,000 to $500,000" and "over $2,000,000".

Most people are so afraid to ask for salary increases during job offers or even while being promoted. The result, leaving money untouched on the table. Many say that you should never be afraid to ask or worry about what a company can or cannot do but. Many will say you should never ask, especially when the economy is in the state that it is in today. People should be getting compensated for their experience, education, or simply what they can bring to the table.

Patrick Downes and Daejeong Choi discuss pay dispersion and how it affects individual employees. They have shown that pay dispersion can be seen negatively for some and for others it can be seen as a positive. For publicly traded

There are various reasons why it might be considered beneficial to allow people to be paid extremely high salaries. If companies offer excellent pay packages, they can attract the most talented people in their fields to work for them. For example, technology companies like Google are able to employ the best programmers because of the huge sums that they are willing to pay. Furthermore, these well-paid employees are likely to be highly motivated to work hard and therefore

When the public sees a salary that they consider to be too big; they are usually looking at only half of the picture. It is impossible to look at just the salary, without taking any other factors into consideration. One must look at the amount of earnings, compared to the profits of the company. For instance, Robert Allen, who runs ATT, was recently pointed out by 60 Minutes as being an overpaid executive. Their major problem was that he had been responsible for laying off 40,000 employees, while still managing to give himself a large pay increase. At first glance, this situation may appear to be one involving a greedy and overpaid executive. However, upon closer examination, it proves to be much to the contrary. The situation wherein the 40,000 employees were laid off was not a matter of getting rid of people for an unfounded reason. It was more a matter of getting rid

Although research generally confirms that pay-for-performance plans can influence greater outcomes, it is unclear how effective different pay plans are relative to each other (Park, 2012). Like most things in business, compensation is something that requires evaluation, study, assessment, strategy, modeling and integration.  Achieving a pay for performance culture does not happen without paying attention to the behaviors, activities, rewards and motivations that have to be linked and reinforced through a well engineered and successfully executed process.  Actually if that process does not tie rewards to shareholder financial objectives, employ the proper mix of compensation elements, result in meaningful dollars, embrace performance that employees can impact and are effectively communicated and reinforced, then the results it produces will likely fall short (Vision Link Advisory Group, 2013).