[Welfare Organization Theory Part 4] The illusion that "if you raise salaries, people will stay." -- It is not "money" but "structure" that reduces turnover to zero.

"Staff members aren't staying. Is it because the salary is low, after all?"

When I receive management consultations, 9 out of 10 people say this. Then, they push themselves to raise base salaries and add allowances, putting pressure on management while feeling relieved, thinking, "They shouldn't quit now."

However, six months later, the ace staff member you were counting on the most brings in a resignation letter. "Thank you for everything. I'm going to another organization with better pay."

It's despairing, isn't it? Thinking, "I paid them so much."

Let me be clear. That "raise" is the same as throwing money down the drain.

This is because you misunderstand the human psychological structure (OS). Today, I will talk about the "wage trap" that many managers fall intoand the "structural design of engagement"that keeps people without relying on money.

This is an extremely important foundational lecture that connects to the story of a "certain tool" I will release in tomorrow's article.

1. Misunderstanding "Hygiene Factors" and "Motivators"

Are you familiar with psychologist Herzberg's "Two-Factor Theory"? It is a theory that there are two types of factors for humans: "factors that cause dissatisfaction (hygiene factors)" and "factors that cause satisfaction (motivators)."

• Hygiene factors (dissatisfaction): Salary, working conditions, interpersonal relationships. 👉 If these are lacking, dissatisfaction arises, but even if they are met, it just becomes "the norm" and does not generate motivation.

• Motivators (satisfaction): Sense of achievement, recognition, the inherent interest of the work itself. 👉 When these are met, people become enthusiastic and stay.

Many managers mistakenly believe that if they raise salaries (hygiene factors), motivation (motivators) will increase.

However, the effect of a salary increase lasts at most 3 months. After 3 months, it becomes the "standard," and dissatisfaction arises again.

Trying to tie people down with salary is like pouring water into a bucket with a hole in it. It will never be filled.

2. The "better" the person, the more they are turned off by being lured with money

Let me tell you an even crueler truth. The "truly talented personnel" in the welfare field dislike being offered only money.

They are in this industry seeking "Purpose." "Is this organization doing the right thing for the users?" "Can I grow here?"

If a manager responds to these questions with an attitude of "I raised your salary, so you have no complaints, right?", they will sensitively feel "disregarded." Thinking, "Are you trying to buy my passion with money?"

Talent retained by money will betray you without hesitation the moment a competitor appears offering even more money.

What you should be building is not a financial contractual relationship, but a "psychological contract (engagement)" that makes them think, "It is a source of pride to be on this ship.".

3. The true nature of retention is "Fairness"

So, should salaries be low? Of course not. Low wages that make it impossible to live are out of the question.

What is important is not the "Amount." It is the "Logic of distribution."

Staff members are not dissatisfied because their salaries are low. They are dissatisfied because of questions like, "Why do that person and I get the same salary?" or "Why is the lazy veteran paid more than me, when I am working hard?"

They despair at this sense of "Unfairness."

In the organizations I design, I make the salary tables and evaluation systems transparent. I clarify the "structure" of "what to do to get a raise and what to do to get a pay cut."

Even if the result is bad, humans will accept it if the process is "fair." Conversely, no matter how high the salary is, if the decision-making process is a black box, they will become suspicious, and the organization will rot from within.

4. Preview: Are you distributing that "Treatment Improvement Addition" correctly?

To the managers who have read this far and are convinced that "fairness is important," I have one final, chilling question.

"Are you prepared to distribute next fiscal year's treatment improvement addition logically, without even a one-yen discrepancy?"

The transitional measures will end at the end of March 2026, and a full transition to the new addition system will be required. If you make a calculation error here or distribute funds based on rough estimates, you will not only face a repayment order (ranging from millions to tens of millions of yen) during administrative on-site inspections, but you will also plant a fatal sense of distrust in your staff, making them feel that "our rights have been exploited."

"The calculations are too complex to understand." "I leave it to the labor and social security attorney, but I'm worried."

In response to such concerns, in tomorrow's article, I will release the "Ironclad Treatment Improvement Management Sheet" that I actually use in the field, which ensures no deductions are ever made and no unfairness is created.

Do not rely on mental arguments; protect the fairness of your organization with the "structure" of Excel. Please be prepared. Tomorrow, we will talk about practical matters.

[Recommended reading: Techniques for retaining people through structure]

If you felt the importance of "retention (LTV)" in this article, please take a look at this article as well. The fundamental logic for retaining users and retaining staff is the same.

• [Welfare x Management] Why do facilities that "don't sell" have lower staff turnover? The true nature of the "structure" that generates 1.5 times the average LTV (retention rate).

(Author Introduction) Welfare Growth Architect

• Background: Psychiatric Social Worker, Certified Social Worker, Industrial Counselor. Former sales representative at a science-specialized trading company (13 years) x Current manager at a welfare company.

• Achievements: Intake conversion rate of 66% (2-3 times the industry average), LTV (retention rate) of 1.5 times. Achieved full capacity within 5 months of opening.

• Style: Believing in "not creating manuals," I provide unique support that fuses clinical dialogue with scientific sales. As a Neuro-Strategic Advisor, I design "true survival strategies" for individuals and organizations.

I also post useful information daily on X. I would be happy if you could follow me.