Search

A majority of human resources professionals appear to believe that employees are likely to over- report the importance of pay in employee surveys. However, research suggests the opposite is actually true. We review evidence showing the discrepancies between what people say and do with respect to pay. We then discuss why pay is likely to be such an important general motivator, as well as a variety of reasons why managers might underestimate its importance. We note that pay is not equally important in all situations or to all individuals, and identify circumstances under which pay is likely to be more (or less) important to employees. We close with recommendations for implementing research findings with respect to pay and suggestions for evaluating pay systems. [ABSTRACT FROM AUTHOR]

Many human resource systems are presently being modified so they can be administered using various forms of computer technology. These technological advances are being driven primarily by strong demands from human resource professionals for enhancements in speed, effectiveness, and cost containment. This case study presents results obtained by an educational publisher from use of an automated recruiting and screening system. The system allowed for recruiting and the automated administration of professionally developed, job-related questions aimed at deciphering whether an applicant meets the job requirements. The analyses showed conservative savings due to reduced employee turnover, reduced staffing costs, and increased hiring- process efficiencies. These cumulative savings yielded a return on investment of 6.0 to 1, or a return of $6.00 for every $1.00 invested in the program. When these savings were adjusted to reflect increased hiring trends, more pronounced savings were evident. The current system coupled with the addition of planned enhancements should increase future hiring efficiency, employee quality, and resulting financial savings. [ABSTRACT FROM AUTHOR]