¶ … human resources. One is determining the levels of pay and benefits within the organization. Most companies are smart enough to understand the value of internal equity, since employees talk to each other, and it is difficult to discriminate internally in terms to pay, by law. Internal equity is practiced most strongly at companies that have strict policies with respect to pay scales. These are typically based on a combination of hierarchy, experience and ability. In some circles, the concept of internal pay equity specifically applies to all levels of the organization, from the CEO on down. A good example of a company that practices strong internal pay equity is Costco. Former CEO Jim Sinegal famously only made $200,000 per year and the new CEO makes less than a million, offering what is at least pay equity for a company in the United States. Internal pay equity is important because it signals that pay is strictly based on merit throughout the organization. People within the organization are more apt to feel that their pay is commensurate with their contribution to the company. If there is no internal pay equity, that indicates that the company may have problems. Workers might see that others who contribute roughly the same to the company are paid much more, and this can negatively affect motivation. So internal pay equity is something that creates positive motivation and facilitates a stronger team...
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