Define "good"

I don't mean that in an abstract way or with the kind of depths of thought about what we mean by "qulity" that drove the author of Zen and the Art of Motorcycle Maintenance toward madness. I just mean it in the context of "good pay."  The question arises from this job posting:

We pay really well because we want really good content.
“Really good content” means well-constructed, well-reasoned arguments that are also extremely engaging.
Articles need to be a minimum of 500 words, though analysis pieces need to be a minimum of 1,000 words
We provide you with the headlines and an initial source
We’re looking for both weekday AND weekend writers. There’s a bonus for weekend writers.
We often promote writers to management positions

Ah, I think, they say they have high standards but compensate accordingly, so I was picturing a minimum of three figures and not just with a one or two at the beginning of the number. But my illusions about some shared view on what constitutes "good" pay was shattered an instant later as I read on:

What We’ll PayPay will start at $15/article during the test period. Afterward, we’ll bump it to $20/article for weekday news articles, and $30/article for weekday analysis articles. Weekend news articles are $25/article and weekend analysis pieces are $35/article. 

So, basically, they'll pay you what teen babysitters get per hour for an article that should take you several hours to write.  Certainly, any beginning writer -- and that's the only kind who likely would apply for this job -- would likely need more than hour to crank out an article of that length that is not merely recycled platitudes.

Related: http://writewaypro.blogspot.com/2017/05/on-working-almost-for-free.html
http://writewaypro.blogspot.com/2016/05/writing-for-free-is-not-deductible.html
http://writewaypro.blogspot.com/2016/05/an-idiots-guide-for-writers.html

It takes more than snow to work out a ski vacation

Vail Resorts, a leading global mountain resort operator, manages nine mountain resorts and three urban ski areas through its subsidiaries. Given the seasonal nature of the business—during ski season, the staff grows from about 8,800 to 25,000 individuals—managers got overwhelmed by the need to explain the calculations behind the payouts to workers.

Vail Resorts was using the PeopleSoft Human Capital Management (HCM) system. The problems were that data was distributed across multiple systems, and the compensation processes entailed manual inputs with Excel spreadsheets. As a result, there was no easy way to track compensation, which left workers unsure about what their salary and bonus amounts should be.

Tammy Mollhoff, Vail Resorts' HRIS director, explains that this process caused some frustration for employees, and even more for managers, who were asked to provide explanations to workers about what went into the numbers when they didn't fully understand it themselves. To solve that problem, the company wanted to centralize the process in way that would allow the managers to review the figures and then show workers the statements on base wages, discretionary bonuses, long-term incentives and other adjustments.

- See more at: http://www.baselinemag.com/cloud-computing/resort-integrates-on-premise-and-cloud-systems.html#sthash.srQB3T9c.dpuf