Documente Academic
Documente Profesional
Documente Cultură
Reporting Structure
Manpower Planning, Recruitment, Induction
Training & Development
The job analysis should report the job as it exists at the time
of the analysis, not as it should exist, not as it existed in the
past, and not as it exists in similar establishments.
Job Specification:
1. Observation
2. Interviews
3. Questionnaires
1. Observation
2. Interviews
For new jobs, questionnaire is sent to the supervisor of the new job
3. Questionnaires
194 descriptors, called job elements, describe the six categories in detail
Using a 5-point scale, one can analyze each description for the degree to
which it applies to the job
It can be used to analyze almost any kind of job, and is relatively easy to
use but very lengthy
3. Questionnaires
2. Only a single means and source are used for gathering data
3. The supervisor and the job holder do not participate in the design
of the job analyses procedure
Job Scope
Automobile Secretarial
Assembly Work
Job Depth
Line
Newspaper Advertising
Delivery
1. Socio-technical approach
2. Work Simplification
3. Job Enlargement
4. Job Rotation
5. Job Enrichment
3. Employees need some minimum decision area that they call their own
5. Employees need to be able to relate to what they do, and what they
produce to their social lives
6. Employees need to believe that the job leads to some sort of desirable
future
This does not alter the work to be done, but its allocation
Base Compensation
Pay Incentives
Indirect Compensation/Benefits
Compensation and Strategy
1. Internal Vs External Equity: Will the compensation plan be perceived as fair within the
company, or will it be perceived as fair relative to what other employees are paying for the same
type of labor ?
2. Fixed Vs Variable Pay: Will compensation be paid monthly on a fixed basis through base
salaries or will it fluctuate depending on such pre-established criteria as performance and
company profits ?
3. Performance Vs Membership: Will compensation emphasize performance and the pay to
individual or group contributions, or will it emphasize membership in the organization logging in
a prescribed number of hours each week and progressing up the organizational ladder ?
4. Job Vs Individual Pay: Is compensation be based on how the company values a particular job,
or is it assessed on how much skill and knowledge an employee brings to that job ?
5. Egalitarianism Vs Elitism: Will the compensation plan place most employees under the same
compensation system (egalitarianism), or will it establish different plans by organizational level
and/or employee group (elitism) ?
6. Below-Market Vs Above-Market Compensation: Will employees be compensated or below-
market levels, at market levels, or at above-market levels ?
7. Monetary Vs Non-monetary Awards: Will the compensation plan emphasize motivating
employees through monetary rewards like pay and stock options, or will it stress non-monetary
rewards such as interesting work and job security ?
8. Open Vs Secret Pay: Will employee have access to information about other workers
compensation levels and how compensation decisions are made (open pay), or will this
knowledge be withheld from employees (secret pay) ?
9. Centralization Vs Decentralization of Pay Decisions: Will compensation decisions be made in
a tightly controlled central location, or will they be delegated to managers of the firms units ?
Labor Market Model
Supply of
Qualified
Employees
Wages
W1
Demand for
Employees
N1
Number of Qualified Workers
Compensation Tools
2. Skill-based approach
Job-based Approach
This system assumes that work gets done by people
who are paid to perform well-defined jobs (e.g.
secretary, accountant)
Sous-Chef 1
Lead Cook 2
Office Manager 1
Short-Order Cook 2
Clerk 1
Hostess 4
Cashier 4
Dishwasher 3
Janitor 2
Busser 6
Security Guard 2
Achieving Internal Equity : Job Evaluation
An internal procedure
Advantages:
Dimensions :
Technical/Specialized Skills
Managerial Skills
Human Relations Skills
Problem Solving
Dimensions :
Thinking Environment (job content and degree of
solutions and problems defined)
Thinking Challenge (nature of problems and
identification of valuable solutions)
Hay Compensable Factors
Hay Guide Charts
Clerk-Typist 115
Mail Clerk 80
Personnel Clerk 80
Receptionist 60
Achieving External Equity: Market Surveys
Wage and salary data from market surveys are not definitive
13 President
12 Executive Vice President Vice President for Research
9 Director Consultant
7 Manager Adviser
6 Senior Specialist
5 Specialist
4 Senior Technician
1. Trust in management
Awards Awards
Piece rate
Advantages/Disadvantages of Individual and Team Based Pay-for-Performance Plans
Team-Based Plans Work tasks are so intertwined that it is difficult to single out who did what
The firms organization supports the implementation of team-based incentives
The firms objective is to foster entrepreneurship in self-managed work groups