A predominant issue in all of the interviews is the feeling of wanting and/or deserving increased compensation. All subjects interviewed stated they believe they deserve higher pay based on the amount of work they do and their individual responsibilities. The three subjects we interviewed hold the positions of VP of Special Events, Special Events Supervisor and Special Events Manager at Dixon Schwabl. Based on their responses, it can be easily stated that Dixon Schwabl should re-determine their pay level to increase employee moral and improve company performance. In addition, if the employees are not happy with their pay than that means there bonus pay is not compensating for the low starting salary. Therefore, it becomes an issue over…show more content… First, Dixon and Schwabl must specify competitive pay policy through the use of surveys. These surveys will provide the date for translating that policy into pay levels, pay mix and structures that will reinforce happiness amongst Dixon Schwabl workers. This survey should be used to adjust the pay level relative to competitors who also do advertising, public relations and marketing. Unfortunately, I cannot completely compare Dixon Schwabls’ pay levels to competitors because they’re not publicized online. However, through the use of the website “Glassdoor” we can read several reviews about Dixon Schwabl which clearly state a huge issue with their compensation structure. Such as, when a current Marketing employee on Oct.5th 2016 writes, “Wow, the pay is terrible…. perks are a joke…the awards they win are laughable. Advice to management, pay us more.” Or in March of 2016 when a former marketing employee writes, “Adequate place to get a paycheck while you continue searching for a better function work environment.” As you continue to read more reviews its very apparent that the pay structure at Dixon Schwabl is not competitive with comparable markets. This is why the sample of workers we have interviewed plus, the reviews on Glassdoor all expose the company for low
