|Guidelines for the Management of Professional Associations in the Fields of Archives, Library and Information Work (UNESCO)|
While there are intangibles more important than money, compensation in the form of salary and benefits is the universally recognized payment for services provided. For the association, salaries and benefits must be competitive with like professions or fields of endeavor. They must take into consideration geographic area. as well as differences in responsibilities. Differences in jobs are determined by analysis of the duties and responsibilities of the job itself, what is actually done, the interaction of the job with others, the difficulty of the job, and the consequences of error. Jobs are then classified in such a way as to rank them within an organization. Salary bears a direct relationship to the rank of the job, which, in turn, will directly relate to the goals and objectives of the position.
In addition to salaries, associations provide staff with fringe benefits such as vacation, sick leave, paid holidays, medical and dental insurance, disability insurance. and participation in retirement programs. Such "benefits" packages must be comparable to those offered by private industry or business and by the government at the national or more local level. Fringe benefits may vary considerably from geographic area to geographic area.
In order to attract top-flight chief executive officers. associations should offer multi-year contracts and negotiated perquisites which may include a different set of benefits from those received by other staff members. The board of directors or a special committee given the responsibility of recruiting a chief executive officer must keep in mind that association management is in itself a profession. and the salaries and benefits which associations offer must be comparable to what others in that field of endeavor receive. This compensation may be more or less than executives receive in the professions represented.