Pay/Salary/Wage and Benefits

This chapter will help you to understand the importance of pay and benefits for employees, how to approach salary negotiations and salary structures, and how to understand salary and benefits from the point of view of Millennial Generation employees.

PENGARUH KEADILAN PROSES SELEKSI DAN NEGOSIASI GAJI TERHADAP DAYA TARIK ORGANISASI DENGAN REPUTASI PERUSAHAAN SEBAGAI VARIABEL MEDIASI

The importance of organizational attractiveness management, attract potential job applicants who have superior competence and it suitables with the needs of the organization. The company realized that the way in getting potential employee candidates was made a fair selection procedure for prospective employees. Salary negotiation becomes an inseparable aspect in the recruitment process. Therefore, the organization needs attention to the ways in which potential employee candidates view salary negotiations as a organizational attractiveness. The factors as well as the selection fairness and the salary negotiations that the company has made will improve the firm reputation and it certainly attract interest in applying for jobs. The sample were 53 respondents from permanent and non-permanent teachers at kindergarten, elementary, junior, and senior high school of Santo Yoseph Denpasar by using proportional sampling technique. This research used analysis technique PLS (Partial Least Square). The results showed that the selection fairness and the salary negotiation had a positive and significant impact on the firm reputation. Furthermore, they had a positive and significant influence on the organizational attractiveness. Besides that, the firm reputation as a mediating variable had a positive and significant impacts to the selection fairness and the salary negotiation on the organizational attractiveness.

Posting and Slotting: How Hiring Processes Shape the Quality of Hire and Compensation in Internal Labor Markets

Recent research highlights the benefits of internal hiring––filling a job by hiring a worker currently employed by the organization––and more than half of jobs are filled that way. Yet we know surprisingly little about the processes that facilitate the movement of workers across jobs within firms. I address this gap by first detailing the portfolio of internal hiring processes employed by large organizations, focusing on posting and slotting. Posting is a predominantly market-based process in which a manager posts an open job and invites interested candidates to apply, whereas slotting is a predominantly relational process in which a manager personally identifies a preferred candidate and “slots” him or her into an open job. I then examine how key differences between posting and slotting shape two outcomes of importance to firms and workers: quality of hire and compensation. My analysis of 8,107 internal hires at a large U.S. health-services firm reveals that outcomes for internal candidates depend, in part, on the nature of the process used to facilitate the movement from one job to the next; compared with slotted employees, workers who enter a job through posting have higher performance ratings, earn higher salaries, and are less likely to exit the firm. My findings suggest that the posting process improves the quality of hires by expanding the pool of potential candidates at the recruiting stage and by disciplining the information managers use to evaluate candidates at the selection stage. As well, internal candidates hired through posting are more likely to initiate salary negotiations and negotiate more competitively, resulting in higher initial salaries.