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I disagree.

Salary disclosure removes low outliers, but it doesn't do much to improve those near the mean. Having been disclosing my salary to colleagues (and generally recieving the same in return) I know that people who are close but not far below what they could get... don't really ask, or are satisfied with a below desrved raise.

It also shouldn't do much to affect high outliers. If you are able to convince your employer that you are worth X much, the fact that the other employees are being paid on average X/2 instead of X/3 shouldn't remove your value or negotiating position.

With respect to disclosure absolving managers of the need to negotiate - managers are rarely in a position to effectively negotiate, in fact many hypothesise that the benefit of the growth of the managerial class is to buffer the leadership class from having to negotiate with the majority of the worker class.

Does anyone have a link to the article that was something like "company lifecycles as described by the office" or some such? I can't seem to find it and its highly relevant.




That article has really stuck with me over the years. Here it is:

https://www.ribbonfarm.com/2009/10/07/the-gervais-principle-...


A guide to corporate awareness. Great to read every year to make sure you're not lost in the madness.

"Play your part in the comedy, but don't identify yourself with your role."




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