The owners of Market Analysts, a business and economics consulting firm, are big believers in paying benchmark competitive wages. They pay all (nonlegally specified) compensation in wages. If an employee wants a benefit, the company has an insurance program, but it comes out of the employee's paycheck. Market Analysts tends to hire very young workers just out of college. They are energetic and work hard, but after two years they tend to leave for other firms, taking valuable training with them. If Market Analysts wants to keep its employees, what changes should it make to the terms of employment offered to new employees?

What will be an ideal response?


The problem is that the overall level of compensation (salary and fringe benefits) is high enough to attract recent college graduates, but the compensation package is not great enough to retain experienced workers. The firm has to offer a more competitive package of monetary compensation and fringe benefits in order to retain its employees. Young college graduates may have different preferences for fringe benefits than slightly more experienced employees who are starting families. This firm's human resource compensation packages are quite competitive for entry-level workers, but do not provide more experienced workers enough fringe benefits to keep them around. This firm should discover what benefits employees want in order to remain on the job. On the graph below, any compensation offer of salary, which is measured on the vertical axis, does not meet the displayed reservation level of utility for the experienced worker. An offer of (S*, F*) would be the cost-minimizing way to keep these valuable employees.


Economics

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Keeping in mind the Coase theorem, in the figure above, if the residents of the town own the lake, the market does what?

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Economics