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  • Presentation On Internal Alignment

    Încărcat de

    Aman Kaur
    65 vizualizări24 pagini
    Internal alignment refers to pay relationships within an organization and aims to support organizational strategy, work flow, and motivate behaviors. It considers the number of pay levels, differentials between levels, and criteria used to determine levels and pay. Structures can be closely tailored or loosely coupled, egalitarian or hierarchical, and job-based or person-based. People judge pay fairness by comparing their outcomes and inputs to others, both inside and outside the organization. External factors like the market and policies, and internal factors like strategy and policies, influence organizational pay structures.

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    Presentation on Internal Alignment

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    Internal alignment refers to pay relationships within an organization and aims to support organizational strategy, work flow, and motivate behaviors. It considers the number of pay levels, differentials between levels, and criteria used to determine levels and pay. Structures can be closely tailored or loosely coupled, egalitarian or hierarchical, and job-based or person-based. People judge pay fairness by comparing their outcomes and inputs to others, both inside and outside the organization. External factors like the market and policies, and internal factors like strategy and policies, influence organizational pay structures.

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    Attribution Non-Commercial (BY-NC)
    Descărcați ca PPTX, PDF, TXT sau citiți online pe Scribd
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    65 vizualizări24 pagini

    Presentation On Internal Alignment

    Încărcat de

    Aman Kaur
    Internal alignment refers to pay relationships within an organization and aims to support organizational strategy, work flow, and motivate behaviors. It considers the number of pay levels, differentials between levels, and criteria used to determine levels and pay. Structures can be closely tailored or loosely coupled, egalitarian or hierarchical, and job-based or person-based. People judge pay fairness by comparing their outcomes and inputs to others, both inside and outside the organization. External factors like the market and policies, and internal factors like strategy and policies, influence organizational pay structures.

    Drepturi de autor:

    Attribution Non-Commercial (BY-NC)
    Descărcați ca PPTX, PDF, TXT sau citiți online pe Scribd
    Indicator pentru conținut neadecvat
    din 24

    Occupational

    Inter-Firm

    Inter-Industry

    Inter-Regional

    Sector

    Sex Differential

    NonCompeting Causes of Difference in Wages

    Equalizing

    Market Imperfections
    NonEqualizing

    Different Labor Quality

    Issues in Strategic Approach to pay

    Settings objectives

    Internal Alignment

    Internal Alignment, often called


    internal equity, refers to the pay relationships among different jobs/skills/competencies within a single organization.

    Internal Alignment addresses the RELATIONSHIP inside the organization . The RELATIONSHIP form a pay structure that include
    Supports the Organizational Strategy Supports Work Flow Motivates Behavior

    Engineer:- limited use of basic principles and concepts.

    Develops solutions to problems .

    Senior Engineer :- Full use of standard principles and concepts. Under general supervision.

    Systems Engineer :- Wide application of principles and concepts plus working knowledge.

    Lead Engineer:-regular use of ingenuity


    Advisor Engineer:- contributes to the development Consultant Engineer

    Pay structure refers to the array of pay rates for different work or skills within a single organization. The number of levels, the differentials in pay between the levels, and the criteria used to determine those differences describe the structure.

    The The

    # of levels of work criteria used to determine the levels

    and differentials
    The

    pay differentials between the levels

    Equity

    theory

    This applies not only for internal but also external

    pay structure
    Tournament

    theory

    When the prize differentials are larger, all

    participants play better


    Institutional

    model

    Pay, benefits, opportunities, etc.

    the same, more or less

    OUTCOME INPUTS
    effort, ability, experience etc.

    <=>

    OUTCOME INPUTS

    A person evaluates fairness by comparing their ratio with others.

    People judge the fairness of their compensation


    using multiple reference points. A person evaluates fairness by comparing with others. Comparing their jobs pay against external pay

    levels.

    External

    Equity:- It involves employee perception of compensation fairness to relative to those outside the organization. Choice of lag or market policy is important.
    fair relative to the market Pay level decision: What is our pay level policy

    vis--vis our labor market competitors?

    Internal

    Equity:- It involves perceived fairness of pay differentials within an organization.


    fair relative to other jobs within the firm
    Pay structure decision: By default or design, firms

    have a pay structure


    basis for structure?

    Individual

    Equity

    fair relative to other people performing the same

    or similar jobs within the firm


    Individual pay determination: What should drive individual pay differences? Do pay differences actually reflect differences in individual contributions?

    Closely Tailored
    Jobs are well-defined Strict definition of tasks

    vs.

    Loosely Coupled
    loosely defined Obscure definition

    Egalitarian
    Small number of pay levels Smaller pay differentials

    vs.

    Hierarchical
    Large number large differentials

    Job based structure

    vs.

    Person based

    EXTERNAL
    Economic Pressures

    FACTORS
    Stakeholders

    Govt. Policies

    ORGANIZATION
    Strategy

    FACTORS
    HR Policy

    Technology

    INTERNAL STRUCTURE
    Levels Differentials Criteria

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