Busy. Please wait.
Log in with Clever

show password
Forgot Password?

Don't have an account?  Sign up 
Sign up using Clever

Username is available taken
show password

Make sure to remember your password. If you forget it there is no way for StudyStack to send you a reset link. You would need to create a new account.
Your email address is only used to allow you to reset your password. See our Privacy Policy and Terms of Service.

Already a StudyStack user? Log In

Reset Password
Enter the associated with your account, and we'll email you a link to reset your password.
Didn't know it?
click below
Knew it?
click below
Don't Know
Remaining cards (0)
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.

  Normal Size     Small Size show me how

Bus 384: Chapter 10

Job-based pay evaluate the contributions/value of each job and set a max and min pay for each job independently
Knowledge-based/skill-based employees are paid on the basis of the jobs they can do or talents they have that can be successfully applied to a variety of tasks and situations
the going rate the midpoint of the wage/salary distribution in the survey
elitism different compensation systems are established for employees or groups at different organizational levels
egalitarianism pay plan where most employees are part of the same compensation system
market survey determine the pay ranges for each grade level
external equity the perceived fairness in pay relative to what other employers are paying for the same type of labor
internal equity the perceived fairness of the pay structured within a firm
individual equity the perceived fairness of individual pay decisions
base compensation the fixed pay an employee receives on a regular basis either in the form of a salary or as an hourly wage
labor market model a model of pay equity where the wage rate for any given occupation is set at the point where the supply of labor equals the demand for labor in the marketplace
distributive justice employees exchange their contributions or input to the firm (skills, effort, time, etc.) for a set of outcomes (pay is one of the most important but also co. car, recognition, etc.)
Consequences of pay secrecy 1) greater dissatisfaction because EE tend to overestimate the pay of coworkers and superiors 2) supervisors have to defend their compensation decisions
job evaluation the process of evaluating the relative value or contribution of different jobs to an organization
comparable worth a pay concept or doctrine that calls for comparable pay for jobs that require comparable skills, effort, and responsibility and have comparable working conditions, even if the job content is different
Created by: mbarnum3
Popular Management sets




Use these flashcards to help memorize information. Look at the large card and try to recall what is on the other side. Then click the card to flip it. If you knew the answer, click the green Know box. Otherwise, click the red Don't know box.

When you've placed seven or more cards in the Don't know box, click "retry" to try those cards again.

If you've accidentally put the card in the wrong box, just click on the card to take it out of the box.

You can also use your keyboard to move the cards as follows:

If you are logged in to your account, this website will remember which cards you know and don't know so that they are in the same box the next time you log in.

When you need a break, try one of the other activities listed below the flashcards like Matching, Snowman, or Hungry Bug. Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out.

To see how well you know the information, try the Quiz or Test activity.

Pass complete!
"Know" box contains:
Time elapsed:
restart all cards