Banderhouse, a national chain of appliance stores, employs nearly 600 workers. Over the past few years, the company's market share has dropped significantly and employee turnover has increased. Upper management is considering revising the compensation policy in its efforts to turn the company around. Historically, the company has paid all employee similarly with some variation for seniority but no distinction between high and low performers.
A. Most of Banderhouse's former employees are now employed at competitor's stores in similar positions.
B. Banderhouse employees receive annual performance appraisals at which time they set career goals.
C. Salary surveys indicate dissatisfaction among the Banderhouse managers in different departments.
D. Banderhouse pays its sales managers sales commissions in addition to base salaries and health benefits.
E. Online pay sites show the pay range for sales associates at both Banderhouse and its competitors.
Answer: C
Which of the following , if true, supports the argument that Banderhouse executives should primarily address internal equity issues when developing a new compensation plan?
A. Most of Banderhouse's former employees are now employed at competitor's stores in similar positions.
B. Banderhouse employees receive annual performance appraisals at which time they set career goals.
C. Salary surveys indicate dissatisfaction among the Banderhouse managers in different departments.
D. Banderhouse pays its sales managers sales commissions in addition to base salaries and health benefits.
E. Online pay sites show the pay range for sales associates at both Banderhouse and its competitors.
Answer: C
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