Abstract
This paper illustrates a technique for studying conceptions of the worth of positions in formal organizations. Basically, it involves subjects' assignment of relative salaries to positions in a set of hypothetical structures. In the experiment reported here, it was found that (1) indirect supervision of subordinates is valued more than direct supervision; (2) a positions's worth increases with additional subordinates; (3) the greatest disagreement occurs over middle-level positions with no subordinates. The paper concludes by suggesting a number of possible adaptations of the technique in future research.
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