要就一系列问题做出行政决定，包括何时补偿工人：
Which employers are included?包括哪些雇主？
Which jobs are included?包括哪些工作？
Which jobs are considered similar enough to use in benchmarking?哪些工作被认为足够相似，可以用于基准测试？
If multiple surveys are used (fairly typical), how are the multiple rates of pay weighted and combined? Practice in these areas seems to vary across (and probably within) employers.
如果使用多个调查（相当典型），如何对多个工资率进行加权和组合？这些领域的实践似乎因雇主而异（可能在雇主内部也是如此）。
If not following what Rynes and Milkovich (1986) has been done which make the organization make pay level that is too low relative to these competitors could lead to difficulties in attracting and retaining sufficient numbers of quality employees. As such, labour market competition can be seen as placing a lower bound or floor on pay level (Milkovich & Newman, 1990). As the importance of a particular comparison increases, so too should the resources devoted to information and measurement. For example, if product market comparisons are critical, more resources need to be devoted to measuring compensation (or better, unit labor costs) paid by such organizations. In contrast, if labor market comparisons are important, it is necessary to devote resources to find out to which organizations applicants and employees are being lost (Gerhart and Milkovich, 1991).
如果不遵循Rynes和Milkovich的做法，使组织的薪酬水平相对于这些竞争对手来说太低，可能会导致难以吸引和留住足够数量的高素质员工。因此，劳动力市场竞争可以被视为工资水平的下限或下限。随着特定比较的重要性增加，用于信息和衡量的资源也应该增加。例如，如果产品市场比较至关重要，则需要投入更多资源来衡量此类组织支付的薪酬（或更好的单位劳动力成本）。相比之下，如果劳动力市场比较很重要，就有必要投入资源来找出哪些组织的申请人和员工正在流失。
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。
Internal alignment is very completed process and hard to implement in the organization even thought validity of conclusions reached through the survey process may depend critically on how the competition is defined, for example, what organizations are chosen for inclusion, little evidence exists on how such choices are made or their implications. Rather, most attention has been focused on potential problems in the job evaluation process, especially in the context of pay equity or comparable worth discussions. Nevertheless, as Schwab (1980) has pointed out, job evaluation is usually “validated” against some measure of the market rate, meaning that the measure of the pay system is critical. In this manner, many organizations today focus on external competitiveness which is more reliable than internal alignment for determining the compensation scheme for an employee. This has agreed by Lawler (1986) has argued that organizations need to focus greater attention on external competitiveness He believes that an internal focus encourages employees to compare themselves with others within the organization, rather than focusing on the really competition-other organizations. He also suggests that an internal focus result in employees focusing on promotions rather than on performing well on their current job. Moreover, there is some belief that conflicts between external and internal equity may be resolved by increasing the pay of all jobs, not just those were competing in the labour market requires higher pay. Whether true or not, such as organizations would seem to be at a serious labour cost disadvantage in the product market.
内部调整是一个非常完整的过程，很难在组织中实施——甚至认为通过调查过程得出的结论的有效性可能主要取决于竞争的定义，例如，选择哪些组织进行纳入，几乎没有证据表明这些选择是如何做出的或其影响。相反，大多数注意力都集中在工作评估过程中的潜在问题上，特别是在薪酬公平或可比价值讨论的背景下。然而，正如施瓦布所指出的，工作评估通常是根据市场利率的某些衡量标准进行“验证”的，这意味着薪酬体系的衡量标准至关重要。通过这种方式，今天许多组织都关注外部竞争力，这比内部调整更可靠，可以确定员工的薪酬方案。Lawler认为，组织需要更多地关注外部竞争力。他认为，内部关注鼓励员工将自己与组织内的其他人进行比较，而不是关注其他组织的真正竞争。他还认为，内部关注导致员工专注于晋升，而不是在当前工作中表现出色。此外，有人认为，外部公平和内部公平之间的冲突可以通过提高所有工作的薪酬来解决，而不仅仅是那些在劳动力市场上竞争的工作需要更高的薪酬。无论是真是假，这些组织似乎在产品市场上处于严重的劳动力成本劣势。
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。
The strategic portfolio model suggests that the notion of compensation system ‘fit’ may be a messy construct to be done. Generally, strategy refers to the overarching, long-term directions of an organization
