Abstract
Pay is most powerful when tied to successful job contributions that help fulfill the organization's mission and achieve contemporary objectives. This pay strategy challenges organizations to reward employees who contribute to the successful fulfillment of the organizations mission, while providing guidance to those who want to improve and weeding out those who don't. Implementing this pay strategy requires management commitment and a willingness to review practices in six key dimensions of organizational practice: explaining organization and department missions; defining job results; clarifying job outcomes; planning, monitoring, and appraising job contributions; applying motivational rewards; and establishing an integrated and coherent organization culture.
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