c labour market surveys. This information is then used to construct a pay structure within the organization rather than internal alignment which more in structure of pay in based only knowledge, skills and ability that certain individual had to offer within a single organization. So that why in determining pay structure and compensation method must have external competitiveness to focus and to maintain competitive to another organization. There are several reasons why external competitiveness important rather than internal alignment like following below;
外部竞争力是通过参考媒体上的招聘广告或更系统的劳动力市场调查来确定的。然后，这些信息被用于构建组织内的薪酬结构，而不是内部调整，后者在薪酬结构中更多地基于特定个人必须在单个组织内提供的知识、技能和能力。因此，在确定薪酬结构和薪酬方式时，必须具有外部竞争力，才能集中精力，保持对其他组织的竞争力。外部竞争力之所以重要，而不是内部结盟，有几个原因，如下所示；
Reduce negative perception of employee towards organization.减少员工对组织的负面看法。
Pay only’what be supposed to the organization should be paid towards workers.“只给工资”组织应该向工人支付的工资。
Get better view what the other organization does to compensate the workers to make workers motivate and minimized turnover among them.更好地了解其他组织为补偿员工所做的工作，以激励员工并最大限度地减少员工流动。
Internal alignment is very completed process and hard to implement in organization.内部调整是一个非常完整的过程，很难在组织中实施。
External competitiveness is more strategic rather than internal alignment.外部竞争力更具战略性，而非内部一致性。
Reduce negative perception of employee towards organization.减少员工对组织的负面看法。
While employees’ negative feelings concerning internal pay equity might be removed by an effective job evaluation scheme, employees will still compare their pay with those in other organizations and industries (Bratton and Gold, 2001). It so is better having combined internal and external to the same to fulfil employee needs and reduce turnover at the same time. These as well agreed by (Milkovich and Broderick, 1989) which choices about the competitive position besides communicating to both prospective and incumbent employees. Savvy employees, for example, can discern the organization’s ability and willingness to recognize their needs based on the flexibility and tax protection offered in benefit plans or the opportunity to share in the organization success through stock- and performance-based plans.
虽然员工对内部薪酬公平的负面情绪可能会通过有效的工作评估计划消除，但员工仍会将自己的薪酬与其他组织和行业的薪酬进行比较。因此，最好将内部和外部结合起来，以满足员工需求，同时减少人员流动。这些都得到了同意，除了与潜在和现任员工沟通之外，他们还选择了竞争职位。例如，精明的员工可以根据福利计划中提供的灵活性和税收保护，或者通过股票和绩效计划分享组织成功的机会，来辨别组织是否有能力和意愿认识到他们的需求。
Even that not all internal alignment structure can be a success one like in General Electric Co.’s in 1980’s plastics division adopted an exempt pay structure with only four levels: executive, director, leadership, and technical and professional. Managers believe that it provides greater flexibility to move employees without requiring pay changes. It also communicates to employees a relatively egalitarian philosophy about the value (base pay) of different skill groups. However, to be successful, the increased flexibility must be managed effectively. Inconsistencies within levels can result in anarchy and quickly will lead to employee dissatisfaction and distrust (Milkovich and Broderick, 1989).
即便如此，并非所有的内部调整结构都能取得成功——就像通用电气公司在1980年的塑料部门一样，该部门采用了只有四个级别的豁免薪酬结构：高管、董事、领导层、技术和专业人员。经理们认为，这为调动员工提供了更大的灵活性，而无需更改薪酬。它还向员工传达了一种关于不同技能群体价值（基本工资）的相对平等的哲学。然而，为了取得成功，必须有效地管理增加的灵活性。级别之间的不一致可能导致无政府状态，并迅速导致员工的不满和不信任。
According to Spence (1973) which has studied case of sales jobs, if there is not a large incentive component in which individual effort is important, and one or more of the following three consequences is likely to happen:
Spence研究了销售工作的案例，根据该案例，如果没有一个很大的激励成分，其中个人努力是重要的，那么可能会发生以下三种后果中的一种或多种：
The right people will not be attracted,合适的人不会被吸引，
They are attracted, but leave when they discover that their efforts are under rewarded,他们被吸引了，但当他们发现自己的努力没有得到足够的回报时，他们就离开了，
The right people are attracted and retained, but because they are not rewarded for high performance, their performance declines.合适的人会被吸引和留住，但因为他们的高绩效得不到奖励，他们的绩效就会下降。
Rynes (1987) also supported of Spence (1973) idea that “compensation systems are capable of attractin
