Human Resources -- Skill-Based Pay…Has it Caught on?
The skill-based pay structure sharply differs from the traditional job-based pay structure. Compensating an employee according to skill set, skill-based pay focuses on developing multi-skilled employees with an eye toward greater flexibility and productivity. Presenting both benefits and drawbacks, skill-based pay has developed to become one of the dominant compensation systems.
Compare and contrast a skill-based pay structure with a traditional job-based pay structure.
A traditional job-based pay structure compensates an employee according to the job he/she holds, sometimes with modifications dependent on the market (Mitra, Gupta, & Shaw, 2011). In contrast, a skill-based pay structure compensates an employee according to the employee's skill set: an employee with a greater skill set will receive higher compensation than another employee performing the same job but having a lesser skill set (Mitra, Gupta, & Shaw, 2011, p. 55). One strategic goal of the skill-based pay system is the development of multi-skilled employees who can perform a variety of tasks (Byers & Rue, n.d.). This system focuses on 3 categories of skills: horizontal, consisting of broadening skills for a range of tasks; vertical, consisting of obtaining higher-level skills; and depth, consisting of high-level specialized skills for the employee's existing job (de Silva, n.d., p. 12). This somewhat radical departure from the traditional system is based on the concept that multi-skilled employees increase organizational flexibility by enabling the organization to more easily handle "workflow irregularities" (Mitra, Gupta, & Shaw, 2011) and ultimately enhance the productivity of the organization (Mitra, Gupta, & Shaw, 2011). Furthermore, greater job satisfaction, lower absenteeism and lower employee turnover are expected to flow from skill-based pay, as the organization is encouraging and investing...
First, by paying employees for personal development of skills, employers must pay greater compensation. Secondly, concentration on skill development means that some resources that would normally be devoted to production must be redirected, thereby lowering productivity. Third, as employees develop skills, there are necessarily inexperienced individuals performing tasks as they develop their skills, thereby decreasing productivity and increasing the risk of errors. Fourth, individual employees can "top out," reaching a point at which they cannot receive greater compensation for attaining even more skills. Fifth, skill-based pay involves greater administrative time and effort for effectively managing the pay system (Lawler & Ledford, 1986). Finally, there can be false expectations due to the fact that appropriate positions may not be available when an employee acquires desired skills (Byers & Rue, n.d., p. 57). Consequently, while skill-based pay carries advantages, it also presents some significant drawbacks to employers.
b. Were the authors correct? Have skill-based pay structures gained in popularity in organizations since 1987? Discuss in detail, providing examples.
Citing both advantages and disadvantages of skill-based pay systems, Lawler and Ledford maintained in 1987 that skill-based pay systems were "catching on" in the business sector (Lawler & Ledford, 1986). Byers and Rue agree that skill-based pay systems are growing in popularity, though their effectiveness depends on their operation and implementation (Byers & Rue, n.d., p. 56). In fact, de Silva maintains that globalization has increased the need…
