...Summary 5 1. Job Analysis 6 1.1 Definition of the key ingredient/activity 6 1.2 Rationale of its importance 6 1.3 Potential impact on organizational outcomes 7 1.4 Organizational symptoms that suggest that the function is not being performed correctly 7 1.5 Key descriptive models 8 Figure 1.1 – Decisions in Designing Job Analysis 9 1.6 Key steps in executing the prescribed models, processes or techniques 9 Figure 1.2 – Start of a Job Analysis 11 1.7 Issues that could prevent this function from being successfully executed 11 1.8 Critical success factors/activities that must be completed in order to successfully execute this function 12 Sample of a Job Analysis 12 2. Job Evaluation 15 2.1 Definition of the key ingredient/activity 15 Figure 2.1 – Job Evaluation 15 2.2 Rationale of its importance 15 2.3 Potential impact on organizational outcomes 16 2.4 Organizational symptoms that suggest that the function is not being performed correctly 17 2.5 Key descriptive models 18 Figure 2.2 - Ways to create an internal person based structure. 20 2.8 Key steps in executing the prescribed models, processes or techniques 20 Figure 2.3 - Job evaluation’s role in determining the internal structure 21 2.7 Issues that could prevent this function from being successfully executed 21 2.8 Critical success factors/activities that must be completed in order to successfully execute this function 21 Sample of a Job Evaluation 22 3. Designing Pay Levels, Mix and Pay Structures 23 ...
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...Reward Case Study 1. Briefly explain the job analysis and job evaluation. Job analysis refers to the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job in an organization. The structure of the job analysis can be divided into two groups which is job-based structures and person-based structures. Job based structures are relying on the work content which is work duties, responsibilities, and functions required to perform for a job. While person-based structures shift the focus to the employee and emphasized on skills, knowledge or competencies and their usage for particular job. Job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization. The job evaluation has to be aligning with the job analysis in order to ensure a more internally consistent pay structure. This is one of the ways to ensure the equity among all employees in an organization especially in their pay structure. 2. What is your opinion on Joan’s view on job analysis and job evaluation? State your stand and provide 2 reasons related to the above scenario. Firstly, Joan thinks that Deborah’s suggestion is time consuming and it is very troublesome as it will involve many staff in the job analysis and job evaluation process, Joan also suggested to recruit more new staff which she think is a better suggestion compared to Deborah’s. In my point of view, suggestion...
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...National Human Resource Standard Competencies Framework & Body of Knowledge PEMBANGUNAN SUMBER MANUSIA BERHAD 2014 0 TABLE OF CONTENTS TABLE OF CONTENTS ....................................................................................................................... 1 THE STANDARDS ~ AT A GLANCE ................................................................................................... 2 THE FIVE DIMENSIONS ..................................................................................................................... 3 THE THREE LEVELS OF HR PROFESSIONALS ............................................................................... 4 HR COMPETENCIES .......................................................................................................................... 6 HR CORE COMPETENCIES ............................................................................................................... 7 HR FUNCTIONAL COMPETENCIES .................................................................................................. 8 HR COMPETENCIES FRAMEWORK.................................................................................................. 9 HR COMPETENCY LEVELS ACCORDING TO DIMENSIONS......................................................... 10 HR BODY OF KNOWLEDGE............................................................................................................. 19 CONCLUSION .....................................
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...This article “Relationship between Performance Based Pay, Interactional Justice and Job Satisfaction: A Mediating Model Approach” offers and insight on the presence of interactional justice in compensation and its mediating effect in the relationship between performance based pay and job satisfaction. The writers explains that numerous studies have been conducted to examine the relationship between performance based pay and job satisfaction and states that performance based pay has a significant impact on employees in terms of their attitude and behaviour towards work especially in job satisfaction citing various publications in their study. The writers then introduces the interactional justice component into their writings quoting several studies that found out that the interactional justice is indirectly affecting the equation of relationship between performance based pay and job satisfaction. However, less is to be said about researches mainly on the significance of interactional justice in the equation above. The writers mentioned that there are not many studies done to specifically explore this relationship thus motivates them to research more on this issue, hence this article. The methodology of research was conducted via cross-sectional research with emphasize on survey questionnaire where 334 questionnaires were distributed to employees who have worked in the private institutions of higher learning in Malaysia. The results were tabulated via a Statistical Package for...
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...Course Description: Human Resource Management is a course designed to make the students familiar with the concepts of managing human resources. It is rightly said that the organizations need effective people not efficient people. The course also describes the bench mark practices of Human Resource Management Course Objectives: This course has been designed keeping the following objectives in mind: 1. Demonstrate an in-depth knowledge of the activities and decisions that inform the employment relationship and management including recruitment, selection, training, health and safety, employment laws, motivation, and productivity of employees. 2. Develop and design different forms and memos for recruitment, selection, TNA and performance appraisal of employees 3. Demonstrate and assess leadership in a professional context, by selecting and appraising appropriate styles for situations, and contributing and discussing relevant expertise, liaising with and assessing professional colleagues, and managing and evaluating a supporting team. 4. Conduct internal research on HR-related problems at work, and communicate results effectively to colleagues and peers. Learning Outcomes: At the end of this course, students should be able to: 1. Explain what human resource management is and how it relates to the management process 2. Illustrate the human resources responsibilities of line and staff (HR) managers 3. Discuss and illustrate each of the important trends influencing...
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...M&As) ! globalisation (off shoring, uniformisation of labour standards, CSR & NGO, safety & security) ! technology (knowledge management, eLearning, protection of intangible assets) C. Strategic Human Resource Management Analysing work & designing jobs A. Job Analysis ! systematic gathering and organization of information concerning jobs : tasks / duties / responsibility You do this job analysis with : questionnaires, interviews, direct observation, and logs or diaries. The uses of job analysis : legal, recruiting, selection, performance, compensation, training, career dvpt. B. Job description ! document that identifies and defines a job in terms of its tasks, duties, responsibilities, working conditions, specifications. - Identification information : non-discrimination / up-dated / agreed - Job summary - Job duties and responsibilities - Job specifications and qualifications C. Types of employment Standard contract / Flexible contract Florent Malbranche © ! EDHEC BUSINESS SCHOOL 2010/1011 Human resource management! page 2 / 8 Training & Employee Development Training = process of providing employees with specific skills or knowledge in order to help them to improve their job efficiency and their performance. Development = providing employees with the abilities the organisation will need in the future and preparing them for future tasks and responsibilities. The training process Assessment phase !...
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...its human capital and provide competitive positions within the organization. Recently, Human Resource departments have focused on the latest compensation trends or are geared toward rewards without merit, relevance or fit. This is a common mistake as compensation management should be focused on primary components of job analysis, pay structure and salary surveys. Human Resource departments must apply these fundamentals in the compensation management system in order to integrate well in an organization. Compensation management affords an organization the ability to reward superior execution and maintain the top employees in a particular field that contribute to the overall success and profitability of an organization. Through utilization of the basic fundamentals, organizations can visibly assess the employee’s performance and make compensation decisions that benefit both employee and employer. According to Richard Henderson’s 10th edition Compensation Management in a Knowledge Based World, “Job analysis is the process of carefully observing and appraising a job and then recording the details of the work performed.” It is important to remember that job analysis analyzes the job and not the...
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...Human Resource Management Human Resource Management Job Analysis Looking over the previously submitted job analysis I would not change anything. The job analysis is vital in order to assure that all aspects are determined before anyone is recruited selected and hired in order to assure the best fit for the company and also the employee. In order to do so KSA’s and task statements have to be evaluated. The steps for identifying and then formulating the job analysis include gathering information, identifying critical job duties, documenting rating criteria, and linking job tasks to specific KSAs and/or competencies. Not only is it important to identify job duties, skills, and knowledge, but also the human requirements since this is a very vital point in assuring the job analysis is formulated in accordance with what kind of employee is sought after. In addition the job analysis will be helpful in appraisal of employee performance and job evaluation, such as pay increases and/or bonuses and also will give the organization indicators if additional training is needed. Job Ad A job advertisement would be the next step after the job analysis has been formulated in order to start the recruitment process. The job ad should include relevant information in accordance with the previously created job analysis. The media at which recruitment will take place should be also identified in order to give the most available coverage. Many different venues can be utilized such as the...
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...One of the many essential aspects of business development, including project management, includes belief how to develop a gap analysis. Many students feel that these projects are busy work; however, developed correctly the organization will better understand key points to the needed strategies that will assist an organization in obtaining industry leadership. This particular research paper is based on the Riordan Manufacturing organization created by the University of Phoenix, and establishes a base parameter for what you may look at during the creation of your possess gap analysis. Included is the introduction to the organization, situation analysis, stakeholder perspectives, ethical dilemmas, end-state vision, gap analysis, and the conclusion. Tables and appendixes referred to may not be available in this version of article. Gap Analysis: Riordan Manufacturing Riordan Manufacturing produces plastic parts including plastic beverage containers, automotive parts, aircraft related parts, and appliance related parts (Riordan Manufacturing, n.d.). The company's revenue exceeded $1 billion and is a Fortune 1000 enterprise (Riordan Manufacturing, n.d.). Due to current declines in sales and "uneven profits", Riordan embraced changes that included adopting a customer-relationship management system and a Six Sigma quality approach (Riordan Manufacturing, n.d.). While these changes were developed to combat the developing issues with the business end of the company vision and needs...
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...Importance of Achieving Pay Equity Table Of Contents What is Equity in Organizations? 4 The Equity Theory 4 Inputs 5 Outcomes 6 Importance of Equity in Pay Structure 7 Internal Equity 9 Steps to Achieving Internal Equity 9 Methods Commonly Used 9 Job analysis 9 Job Evaluation 11 Ranking Method 12 Classification Method 13 Factor Comparison Method 13 Point Method of Job Evaluation 14 Strategic Considerations 15 External Equity 16 Steps to Achieving External Equity 16 Compensation Surveys 16 Benefits of Pay Surveys to the Organization 17 Published Compensation Survey 18 Custom Developed Compensation Surveys 19 Compensation Surveys: Strategic Considerations 19 Individual Equity 21 Importance of achieving Individual Equity 21 Methods Commonly Used 22 Merit Pay System Structures 22 Sales Incentive Pay Structures 23 Pay For Knowledge Structures 24 Pay Structure Variations 24 Strategic Considerations 26 Analysis 27 References 28 What is Equity[1] in Organizations? Equity Theory attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships. Equity theory is considered as one of the justice theories, It was first developed in 1962 by John Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to...
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...Glossary 360-degree feedback method A method of providing feedback to an employee that assesses the employee’s performance from five perspectives: immediate supervisor, peers, self, customers, and subordinates. acquisition The initiative taken by one organization to own another organization. affirmative action Federal policies that require employers to show initiative in recruiting a diverse pool of applicants for their job openings. Age Discrimination in Employment Act (ADEA) A federal law that prohibits discrimination against employees over age 40. attitudes Cognitive and emotional appraisals that shape subsequent behavioral tendencies. attrition A reduction in the number of employees by not replacing those who leave. autonomy The level of freedom and independence a worker is given regarding work schedules and the procedures used to complete the job. availability A cognitive bias that causes an evaluator giving a performance review to place more importance on ecurring r factors, no matter how minor they are. Alderfer’s ERG theory A content motivation theory that divides core needs into three groups: existence, relatedness, and growth. baby boomers The generation born between 1946 and 1964. Americans with Disabilities Act (ADA) A federal law that requires employers of 15 or more employees to provide reasonable accommodations for persons with disabilities and that prohibits discrimination against a qualified individual...
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...perspectives certainly do affect the view of compensation. Our textbook discusses in pages 2-5 (Milkovich et al) that society in general may "view pay as measure of justice" (pg. 2). The example used in our textbook refers to the pay gap between men and women in society. It is stated that the pay gap is narrowing but it still persists compared to various other OECD countries. Economists have concluded that various factors may have contributed to this gap. For example: human capital, demographic characteristics, and job characteristics. What this may mean is that "women are more likely to study health and education, whereas men are more likely to study engineering and other technology fields" (Mikovich et al, pg. 3) Women are also more willing than men to adjust their work location and hours in order to take care of young children and elderly parents, and to do most, if not all, of the "unpaid" housework. From the manager's point of view, compensation directly influences their success in two ways. According to Milkovich et al on page 4, it is a "major expense." Managers need to think of and be aware of both global and local competitive pressures when making compensation decisions. Moreover, managers need to either minimize or optimize pay in a way to influence employee behaviour and to improve organization performance. This is the second way that compensation influences their success. As Milkovich et al states "The amount and the way people are paid affects the...
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...Hupnan Resource Management GAINING A COMPETITIVE ADVANTAGE The Ohio State University JOHN R. HOLLENBECK Michigan State University University of Wisconsin-Madison ) Cornell University McGraw-Hill Irwin ENT; Preface vi 1 Human Resource Management: Gaining a Competitive Advantage 2 Enter the World of Business: Starbucks: HR Practices Help Focus on the Brew, Weather the Recession, and Prepare for Growth 3 Introduction 4 What Responsibilities and Roles Do HR Departments Perform? 5 Strategic Role of the HRM Function 7 Demonstrating the Strategic Value of HR: HR Analytics and Evidence-Based HR 10 The HRM Profession: Positions, Education, and Competencies 11 Competitive Challenges Influencing Human Resource Management 14 Key Terms 61 Discussion Questions 61 Self-Assessment Exercise 62 Exercising Strategy 62 Managing People Skill Shortages Make It Difficult to Fill Positions and Customer Orders 63 Twitter Focus 64 Notes 64 Parti The Human Resource Environment 69 2 Strategic Human Resource Management 70 The Sustainability Challenge 14 Enter the World of Business: HP's New Strategy 71 Evidence-Based HR 24 Introduction 72 Competing through Sustainability Volunteerism and Going Green Are Reaping Dividends for Employees, Communities, and the Environment 30 What Is a Business Model? 72 GM's Attempt to Survive 73 What Is Strategic Management? 74 Components of the Strategic Management Process 75 Linkage between...
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...HR Management Chapter 1: Changing Nature of HR Management HR Management: policies, practices and systems that influence an employee’s behavior, attitude, and performance in the attainment of organizational goals HR Activities Strategic HR Management: linking HR function with strategic objectives of the organization in order to improve performance. • Measure HR effectiveness • HR metrics • HR technology (HRMSs) • HR planning Equal Employment Opportunity Compliance with laws Diversity of multicultural and global workforce Employment equity legislation Staffing Job analysis Job description/job specification Selection process Talent Management and Development Orientation Training Career Planning Performance Management Total Rewards Compensation (pay, incentives, benefits) Variable pay programs Health Safety, Security EAPs (Employee Assistance Programs) Health promotion Workplace Security Employee and Labour Relations Employee rights Policies and Procedures Union/Management relations Every manager in an organization does HR functions. Small company: less than 100 employees - shortages of qualified workers, increasing costs, increased wage pressures, increasing competition Medium sized companies: 100 to 500 employees HR Managers work with Operating Managers Management of Human Capital Physical Financial Intangibile Human Human capital/Intellectual capital: collective value of the capabilities...
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...view compensation as a major expense and a means to influence employee behaviour. • Employees: view compensation as a return in an exchange with their employer, an entitlement, or a reward. 2- Explain the difference between base pay and performance pay. • Base pay: Base pay-wage or salary is the monetary compensation an employee receives for the work performed. For example, the base wage for machine operators may be $18 an hour but some individual operators might receive more because of their experience. • Incentives (or variable pay): Incentives tie pay increases directly to performance. It differs from merit increases. Incentives do not increase the base wage, and must be earned each pay period. The potential size of the incentive payment generally will be known beforehand. 3- What are the three tests used to determine whether a pay strategy is a source of competitive advantage? Are these tests difficult to pass? Can compensation be a source of competitive advantage? • Equity Theory: Fairness Equity theory focuses on how employees compare their work, qualifications, and pay to those of others. • Tournament Theory: Motivation and Performance Tournament theory suggests that the greater the differences between salaries in the pay structure, the harder employees will work. • Institutional Theory: Copy others Institutional theory suggests that organizations copy the best practices of the others. 4- Why is internal alignment an important compensation policy...
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