True Diversity Standard assumptions about what employees value are not merely out of date, they are dangerous. We all know the high tech IT horror stories, but these are significant labor shortages in professional production and semiskilled or even non-skilled occupational categories. Mergers and acquisitions add to the swirling mix of changing psychological contracts by at once breaking up old loyalties and traditional compensation practices while exposing employees to new and sometimes radically different approaches to pay. With an entire pay history gone with the winds of change it is no wonder that stunned survivors of mergers and acquisitions will never look at pay in the same manner again. Sublime Service Transition to a service information economy combines with the competitive pressure described previously to change the very definition of work and hence performance.
Satisfied customers start with satisfied employees.
If we are going to press the right buttons to get out employees to provide world-class service we need to know where those buttons are. I used conjoint analysis, a proposed product valuation device, in my 1990 dissertation to assess the value of strategic pay dimensions by various employee groups. Global Grasp Don t get me started on the forces of globalization or we ll never get out of here. Suffice it to say that globalization opens up the firm to at least three ideas. Second, pay secrecy is impossible globally transparency is as much a consequence of physical and cultural distance as it is of technical capability.