Employer Relations

Employer Relations

Employer Relations

Equal Remuneration

For most people, equal pay is a primary reason for working. Indeed, equal compensation is at the core of any employment exchange, and it serves as a defining characteristic of any employment relationship. Yet when it comes to the effectiveness of money for rewarding and motivating employee behavior, expert opinions are, and have historically been, divided.

The two approaches that help explain the relationship between equal pay and motivation are needs theory and process theory. Although it is probably an overstatement to say that these approaches are direct opposites, they do argue for different pay-motivation relationships. Needs theory views motivation as an internal drive to satisfy various levels of needs. Because this drive is internal, it generally cannot be manipulated by extrinsic rewards. In fact, as Figure 1 shows, needs theorists beginning with Maslow and later Herzberg would argue that since money does not satisfy higher order needs, it has a limited ability to motivate (Baird & Williamson, 2009; 671-691).

Equal pay motivates only if one earns too little to meet “basic needs,” causing dissatisfaction. In fact, Herzberg says that, at best, money only prevents dissatisfaction and cannot promote satisfaction. In the final analysis, needs theory suggests that it is the intrinsic aspects of the job that motivate people.

Process theory, on the other hand, is primarily concerned with the process by which behavior is initiated and sustained. Motivation, from this perspective, is largely a function of external forces and the appropriate use of incentives. Here, there is the potential for a relatively strong relationship between motivation and pay

Stakeholders Analysis

In one project, stakeholders are any individual, group or organization that is part of or affected by it, getting some benefit or harm. Each organization has its stakeholders, also known as interest groups or public interest, which is often adopted directly by the term “stakeholder ". Each of the stakeholders can influence the project, either directly or indirectly. For example, an interested party is the client.

Project Manager

Project staff

Customers

Promoter

Sponsor

Good management of stakeholders is the key to ensuring the success of any project. To do this, once identified stakeholders should be managed at each stage of the project. First, it is important to involve them in the scope of the project, identifying possible solutions to the problem of representing the same organization. It is important to develop a strategy and communication plan that identifies how, when and what to ...