(i) There should be a definite plan to ensure that differences in pay for jobs are based upon variations in job requirements, such as skill, effort, responsibility, working conditions, and mental and physical requirements.

(ii) The general level of wages and salaries should be reasonably in line with that prevailing in the labor market. The labor market criterion is most commonly used.

(iii) The plan should carefully distinguish between jobs and employees. A job carries a certain wage rate, and a person is assigned to fill it at that rate. Exceptions sometimes occur in very high-level jobs in which the job holder may make the job large or small, depending upon his ability and contribution.

(iv) Equal pay for equal work, i.e., if two jobs have equal difficulty requirements, the pay should be the same, regardless of who fills them.

(v) An equitable practice should be adopted for the recognition of individual differences in ability and contribution.

(vi) There should be an established procedure for hearing and adjusting wage complaints. This may be integrated with the regular grievance procedure if it exists.

(vii) The employees and the trade union should be informed about the procedure used to establish wage rates. Every employee should be informed of his position, and of the wage and salary structure. Secrecy in wage matters should not be used as a cover-up for haphazard and unreasonable wage programmes.

(viii) The wage should be sufficient to ensure the worker and his family a reasonable standard of living. Workers should receive a guaranteed minimum wage to protect them against conditions beyond their control.

(ix) The wage and salary structure should be flexible so that changing conditions can be easily met.

(x) Prompt and correct payments of the dues of the employees must be ensured and arrears of payment should not accumulate.

(xi) For revision of wages, a wage committee should always be preferred to individual judgment.

(xii) The wage and salary payment must fulfil a wide variety of human needs, including the need for self-actualization. It has been recognized that money is the only form of incentive that is wholly negotiable, appealing to the widest possible range of seekers. Monetary payment often acts as motivation and satisfies interdependently of other job factors.

The desire to maintain or enhance the company’s prestige has been a major factor in the wage policy of several firms. Desires to improve or maintain morale, to attract high Caliber employees, to reduce turnover, and to provide a high living standard for employees as possible also appear to be factored in management’s wage policy decisions.