***** ********************************************************* PayReason for *** **************** are ******* ******** reasons ** ** *** *** ******** *** Susi *** *** **** *** different *** ****** ** probably *********** **** Raul being *** most *********** *** *** ******* ****** ******* that *********** does *** *** *** *** *********** between **** and Tom Tom ***** ** **** **** ********** ** the company than **** *** probable ****** is **** *** *** ** ***** ** *********** Some ********* **** compensation ** ******** *********** ******* ***** It is possible that **** ** * ****** ********* than *** It also ******* that **** ** *** **** performer *** **** possible ****** *** the pay disparity ** ****** to ******** *********** ****** **** *** * better ********** than *** **** ** **** to ************ ** ** also possible that **** was *** ****** ******* *** *** *** ***** hand in negotiations based on *** market ***** The three ********* ******** ******** ***** ***** ***** on their ************ The *********** of *** *** ********* continues after *** ****** ******* since *** company ***** ** ********* ************ ****** The compensation ******** currently ******** in *** organization ********** *** ********* ******* ** pursuing *** **************** ******** Equity IssueThe internal ************ disparity can ** addressed ******* *** ************ of ********* pay ****** **** ****** *** *** ********* *** ***** ** *** ******* *** ******** **** **** to *** ********* ****** ** fair *** *** *** ******** ****** ******** *** *** differential ** currently ******** ** *** ******* *** ******* ****** introduce a compensation ******** that ** ***** ** ****** ********** and ************ ** ** ******** *** the ******* ** ******** ********* *** pay ******** *** *** ***** employees The ******* ****** ****** to ******** *** ******** ** *** ***** paid ******** ** ***** that of *** ************ ********* ** will be *** radical ** consider ******** *** ******** ** all the ***** employees ** match *** ****** ** *** lowest paid ******** ***** ********** *** *** *** *** the ********* *** increase ** ******** ****** be ******* to ******** performance An ***** basic ****** ** applicable *** *** the ********* ** *** **** ***** at the **** ***** of ********* *** ****** *** ****** ********* ** ************ will ** ********** ** ******************* ******* ** ** prudent to *** ******************* bonuses *** ******** ********** since a **** rate *** ****** *** ***** *** lead ** ******** ********* ***** ********* ***** lower ***** ************ ** **** **** ******* ******* ******* ***** **** *** **** ******* ******* their additional effortsCorrect External Equity IssueThe ******** ****** ***** ******* ** *** capability ** the ******* *** ***** **** ** ** ******* * ****** ***** ** *** prevailing ****** ***** *** *** *** ******** ******* market rates ******** the ****** salary employers *** ******* ** *** *** ******* ****** ** *** market ** ******** ** *** other ******** aside **** *** average **** ** also ********* ******* 2018) *** market audit should **** ******* ** *** **** ** *** ******* *** *** ******* ******** offered After *** ****** audit *** been ********* *** company’s current payment ****** be assessed ***** ** the ******** *** new ************ for the company **** ****** ** *** ********* capability *** *** ******* ****** **** for *** **** ** *** **** ** *** ******* ** ** a **** ******** *** *** **** **** ** above ******* but ** the firm ** in a bad ******** *** rate can be ***** ******* *** not *** low ** **** ** *** ****** ****** ******* ** the market ****** ** ***** ******* rate ** good for the ******* ***** it **** help in attracting the **** ****** * ********** ****** **** ***** ** *********** ** ****** that *** ******* ********* ** *** * fair ****** ******* ***** Equitable PayIt **** ** prudent ** ********* ** equal *** **** *** *** *** ***** *** new ***** ****** will ** fixed ***** ** *** position *** *** hires *** the **** position **** **** a similar salary that ** ** *** **** *** ******* ****** rate *** ******* will ****** that ******** ************ do *** ****** *** ****** ******* to the *** ***** ******** a *********** ****** **** will guarantee **** *** ***** ****** *** company’s ***** ******* ******* ****** ************ ******* & ****** 2016)Impact of ***** Compensation StrategyThe total compensation ******** impacts *** ********* ******** of *** company ********* **** ************ ******** can ******** *** financial operations ** an ************ ************ strategies ****** ** reasonable ** ***** *** ******* to ****** **** *** labor ************ *** company’s ************ *** ** be **** ** attract the **** ****** ****** desire ** **** with ********* **** ***** *********** ***** ************ can also act ** a ********** to *** ********* when ** ** tied ** ***** *********** A **** ***** compensation ******** ******* ** *** ********* ** ********* ******** ***** ****** ***** Employees *** motivated to **** **** *** ******* ****** them better ******** **** other available ************************************ * ****** Determinants ** ******** ********** and ***** ****** ** ******** *********** ************* ******* ** productivity *** performance management 63(3) *********** * * ****** An ************* ** *** *********** ********** ********* ******* ********* cash ***** ******** *** **** ********* performance: a ***** Accounting ***** ******* ***** ************** * & Stoltz * ****** ********** ************ **** retention ******** ********* *** **** ** ****** adaptability ******* ** Vocational Behavior ** *********** * J ****** ********* ************ Guiding *********** ****** strategies *************** * ***** ****** * V * ****** ********* ***** *** *** ****** A **** ***** *********** IUP ******* ** **** Skills 10(4) ********

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