If I were to ask you, "Do you feel that the compensation you receive is fair?" How would you respond?
Questions regarding fairness are never easy to answer, not only because of their relativity and complexity but also due to their subjectivity. There is no absolute fairness in the world, and fairness can never be an objective reality. To determine whether you feel your reward is fair, you first need to consider the actual treatment you receive versus your input at work. These rewards include more than just salary and benefits; they may also encompass a sense of achievement from your work and professional growth, or recognition from your superiors and colleagues. Your input at work includes the value you bring, such as your education, knowledge, work experience, skills, and even appearance and work attitude. If you believe that your output and contributions at work are equivalent in value to the actual rewards you receive, you may feel a sense of fairness; otherwise, you will feel a sense of unfairness. This is determined by comparing the relative values of your own income/input ratio.
However, even when you feel your income/input ratio is reasonable, if you discover that a colleague with similar work performance and contribution receives much higher compensation than you, a sense of unfairness will still arise naturally. Why? Because relatively speaking, your income/input ratio is lower compared to your colleague's income/input ratio. In the same organization, people who contribute similarly should receive equal treatment, which is known as "internal fairness." However, an important point in this comparison process is that the comparison object you choose is usually a group with similar seniority and skill sets, not any random group, otherwise there would be no basis for comparison. When the compensation of the reference group you have chosen exceeds your own, feelings of unfairness and anger may arise. When these emotions cannot be alleviated, you might choose to leave, slack off, request a raise, or reselect a reference group whose compensation is far less than yours. When none of these methods can be applied, you might have to resort to extreme measures like striking to express your anger and demands. The Honda employees' strike was primarily due to the perceived unfairness in compensation.
This issue of the magazine covers the design, adjustment, and balance of expatriate employee compensation from the perspective of pay equity, exploring the difficulty and complexity of defining compensation and the serious consequences that may result from pay inequity. Due to the special nature of expatriate employees, involving foreign companies sending staff to China, Chinese enterprises dispatching staff overseas, and domestic inter-regional expatriates within Chinese enterprises, and because of differences in the nature of work, positions, and responsibilities among expatriates, variations in compensation are not only unavoidable but also inevitable. Therefore, achieving parity between expatriate and local employee compensation is not easy. In my opinion, the ultimate solution to eliminating these disparities lies in the localization of talent cultivation; after talent has been localized, the comparability of factors determining compensation significantly increases, and the problem resolves itself naturally.
Now, if I were to ask you, "When you find that your income/input ratio is greater than that of the reference group you've chosen, would you still feel a sense of unfairness (such as guilt)?" How would you respond?
This article is from:
Principal Training Work Summary_5175.-www.zp-nmg.com