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The Rewards of Performance-Based Compensation
Posted by Insightlink on 12/03/14
The Motivating Impact of Reward and Recognition
Our work with employee surveys has clearly shown that employee satisfaction with the level of reward and recognition at their organization often makes a critical contribution to their overall job satisfaction.
However, few organizations in the U.S. seem to realize this, as employee satisfaction with reward and recognition is not very high – in fact, based on our most recent norms study, the proportion of those who are satisfied (36%) is not much higher than those who are dissatisfied (33%)! Although reward and recognition encompasses more than compensation alone, there seems to be a general lack of knowledge within many organizations about this important issue and its critical role in attracting and retaining a talented workforce.
Communication Is Key
All organizations should have established policies not only for deciding pay and bonuses but also for communicating those compensation policies and procedures to employees. Although three-in-four American employees think it is important to understand how their pay is determined, just two-thirds have this information. Even more critical, eight in ten want their pay to be directly related to their performance but just this is the case for just half of all U.S. employees. Unfortunately, many organizations maintain strict levels of secrecy on these issues, which means that information will be spread through the rumor mill instead. Don’t pretend that your employees never discuss issues of pay amongst themselves.
Furthermore, paying new hires more than established employees in the same positions can cause havoc and grave problems with morale, as current employees can feel their contributions are not being adequately acknowledged. Offering new hires an attractive compensation package that is both market- and performance-based significantly reduces the chance of arousing jealousy among that employee’s peers.
According to many compensation experts, traditional formulas of paying employees on a seniority or merit-pay basis often means that organizations cannot properly balance their organizational profitability with their employees’ professional goals. Instead, you can achieve this balance more easily through an incentive-based compensation plan. Research suggests that organizations that pay their employees more for exceeding profitability goals tend to be more profitable overall than organizations that follow more traditional pay policies. However, many organizations retain these pay policies because they are familiar, comfortable and, in a way, less risky.
Of course, compensation plans are not limited to money alone. PTO, insurance and healthcare benefits are often included in pay packages, with flex time also becoming more popular. In our experience, though, employees rarely assign any monetary value to the benefits received and focus primarily on their potential earnings through both pay and bonuses.
Signs of Trouble
What are the signs that employees are dissatisfied with their pay at your organization? Here are several markers to note:
Several Strategies for Action
Here are some approaches to address high levels of dissatisfaction with compensation at your organization:
Clearly, employee compensation is an art, not a science. If you link compensation to performance and conduct salary surveys to estimate what other employers are paying, you've taken some very important steps toward establishing an effective employee-compensation program. Since Compensation is one of Insightlink's "4Cs" of employee engagement, we are experts in assessing employee attitudes toward pay, benefits, reward and recognition. To learn more, please call 1-866-802-8095 ext. 705 or email firstname.lastname@example.org
AboutInsightlink Communications are experts in employee survey design, data collection and analysis. Since 2001 we've helped companies of all sizes measure and improve their employee satisfaction and engagement.
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