You Do Get Paid

What You Are Worth

All enterprises pay their employees what they are worth to that enterprise. It is a natural law of economics.

People are paid what they prove they are worth. It’s a marketplace for effort, contribution, skill, talent, experience, judgment, wisdom, congeniality, and appearance.

Employees can work wherever offered more pay or desirable working conditions.

The free will of workers and open competition for human resources make it imperative they are offered pay, benefits, or conditions that will obtain their constructive contributions.

It’s a negotiated transaction. If you won’t contribute your skill and talent for the money offered, then you don’t agree to take that job.

Enterprises, businesses, and organizations evaluate each task for skills, talents, and energy required to meet their needs. Then, of course, they try to get an employee that will make the required contribution for what it’s worth to the objective.

Sometimes the enterprises objectives do not produce enough excess revenue (profit) to sustain it, to grow it, to pay more to employees aggressively sought by other organization in open competition; so they lose their under paid employees to others willing to pay more.

Those who don’t feel or actually are not being paid what they are worth should ask to renegotiate for more pay, and are free to seek better compensation elsewhere.

Workers are sometimes temporarily paid more or less than they are worth. It’s a condition that doesn’t last very long in small and medium sized enterprises. In large organization it can last far too long. It is a zero sum condition. Over pay to some requires equal underpay to others or enterprise failure soon follows.

Employees usually don’t know how to ask for reconsideration. Frequently don’t list and explain the value of their contributions. When seeking new employment, don’t know how to advertise and market their capabilities and contributions well. Or, in many cases, have done nothing to improve their skills, contribute their talents, or exhibit their value to the enterprises objectives.

It’s not about your value as a human being. It’s about your value as an asset to the organization. Are you contributing energy and achievement beyond your cost; or are you draining, distracting, diverting, and wasting, absorbing or sabotaging accomplishment; costing it far more than your worth.

In the long run people are always paid what they are worth.

If you want to get paid more, make yourself worth more:

Educate and train yourself;

Learn how to find desirable jobs;

Learn to market yourself well;

Look for ways to become a valuable asset to your organization;

Eagerly make valuable contributions beyond your cost;

Don’t ask for better pay until you are clearly worth more to them than they are paying you.

If you don’t put more in, don’t expect to take any more out.

You get paid what you've been worth recently; start making your contributions more valuable.

Negotiate your own deal. Don’t let the groups; Associations or Union contracts restrict your contribution and limit what you get paid. You want to be worth more as an individual; separate yourself from the uselessness of the group.

You get paid what you are worth; become the most valuable.