...Reed Professor: Kristin Araujo BUS-409 April 30, 2012 1. Describe the three main goals of compensation departments. Internal consistency- Compares all jobs with in a company and defines the relative value of each individual job establishing job structure or hierarchy. This ensures that the workers are being paid in relative comparison to the amount of skill, knowledge, training and ability the worker has as well as in relation to the level of each needed to be applied in order to perform the jobs proficiently Job analysis and job evaluations have to be done systematically in order to determine the levels needed and the wage amount comparable to work amount. Recognition of individual contributions- Establishes pay structures and identifies pay rate differences for jobs of unequal worth and the framework or recognizing differences in employee contribution. This will help to ensure that employees are paid according to their credentials, knowledge or job performance. Pay grades and pay ranges are structural features to the pay structure. Jobs are grouped for pay policy application. There is no single formula to determine what is sufficiently similar in terms of content and value to warrant grouping in to a pay grade. Pay ranges build upon the pay grades establishing minimum, maximum, and midpoint pay rates. Market competitiveness- This is the aspect that attracts new employees as well as makes it possible to retain the employees, Market-competitive pay system. The company...
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...Describe the three main goals of compensation departments There are three main goals of compensation departments. They include internal consistency, market competitiveness and recognition of individual contribution. Internal consistent compensation system identifies the importance of each job compared to all the other jobs within an organization. Internal consistency ensures that employees are paid based on their positions. In other words, employees are paid for work of equal value as well as “acceptable” pay differences for work considered to be of “unequal”. Therefore, employees who posses higher “qualification, more responsibilities, and more complex job duties are expected to be paid more that employees who require less qualifications, fewer responsibilities and less complex job duties” (Martocchio, 2011). The purpose of internal consistency is to create procedures and develop pay structures that help the organization accomplishes its goals and satisfy employees and managers as well to ensure that the organization abides by the laws and regulations. Job analysis involves collecting, and examining data in an effort to define jobs. Job analysis explains job duties, responsibilities and requirements of the job. Job evaluation on the other hand, is a part of the compensation system that the organization uses to determine the importance of one’s job compared to another. Market competiveness pay system plays an essential role in the company’s ability to attract and retain qualified...
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...interventions Robert Barner Downloaded by Florida International University GL810 At 17:29 14 September 2014 (PT) Article information: To cite this document: Robert Barner, (2006),"Managing complex team interventions", Team Performance Management: An International Journal, Vol. 12 Iss 1/2 pp. 44 - 54 Permanent link to this document: http://dx.doi.org/10.1108/13527590610652792 Downloaded on: 14 September 2014, At: 17:29 (PT) References: this document contains references to 0 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 2472 times since 2006* Access to this document was granted through an Emerald subscription provided by 165542 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics...
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...THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial...
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...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology...
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...health of a person can be affected by many different factors. At the advent of science and the development of diagnostic and therapeutic procedures only the physical/environmental factors were thought to influence the health of a person. Thus the health promotion activities that were developed mainly advocated the prevention or enhancement of physical determinants of health. This was boosted by the scientific studies which identified a significant link between the physical factors such as microbial agents and health of a person. Measures have for a long time been developed and are still being researched to address the environmental factors that adversely affect health. The healthcare system in place is sufficiently equipped to address the healthcare needs arising from a person’s interaction with environmental factors. However, more recent research reveals that the greatest cause of ill health does not lie in the disease causing agents or other environmental factors, but rather in people’s minds. It has been identified that the way people react to different stimuli in their day to day life determines the state of their health. This now creates a difficult state of affairs for a healthcare system that is deliberately skewed towards western medicine. The real challenge now is how to...
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...1.1 *** introduction to the course Communication Notion The subject of communication is a fundamental one for business communication, because that is exactly the purpose, and the central concept. “Communication” goes from the lat. communication – message, transmission; communicare – to make common, to link, and to talk. The term communication is used for description of diverse processes, connected with information transmission, and for the verification of presence or absence of a relation between two subjects (systems). COMMUNICATION – the exchange of meanings between individuals through a common system of symbols. The subject of communication has concerned scholars since the time of ancient Greece. Until modern times, however, the topic was usually subsumed under other disciplines and taken for granted as a natural process inherent to each. In 1928 the English literary critic and author I.A. Richards offered one of the first--and in some ways still the best--definitions of communication as a discrete aspect of human enterprise: Communication takes place when one mind so acts upon its environment that another mind is influenced, and in that other mind an experience occurs which is like the experience in the first mind, and is caused in part by that experience. Richards' definition is both general and rough, but its application to nearly all kinds of communication--including those between humans and animals (but excluding machines)--separated...
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...State Resource Conservationist, Natural Resources Conservation Service John M. Norman, Emeritus Professor of Soil science, Department of Soil Science, University of Wisconsin-Madison James VandenBrook, Water Quality Section Chief, Wisconsin Department of Agriculture, Trade, and Consumer Protection Sara Walling, Water Quality Specialist, Wisconsin Department of Agriculture, Trade, and Consumer Protection Dreux Watermolen, Section Chief, Science Information Services, Wisconsin Department of Natural Resources Richard P. Wolkowski, Extension Soil Scientist, Department of Soil Science, University of Wisconsin-Madison SOIL CONSERVATION WORKING GROUP EXECUTIVE SUMMARY Conservation of the soil resource in Wisconsin is not a new challenge but one that will become more...
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...THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL by Julie A. Paleen Aronow A Research Paper Submitted in Partial Fulfillment of the Requirements for Master of Science Degree in Training and Development Approved: 4 Semester Credits Dr. Kat Lui The Graduate College University of Wisconsin – Stout May, 2004 ii The Graduate School University of Wisconsin – Stout Menomonie, WI 54751 ABSTRACT Aronow Julie Ann Paleen ________________________________________________________________________ (Last Name) (First) (Middle) THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL ________________________________________________________________________ (Title) Training and Development Dr. Kat Lui May 2004 65 ________________________________________________________________________ (Graduate Major) (Research Advisor) (Month/Year) (No. of Pages) American Psychological Association, 5th Edition ________________________________________________________________________ (Name of Style Manual Used in this Study) The coveted epicenter for the contemporary human resource professional is partnering with other internal business leaders to fulfill the organization’s mission through sound and ethical business principles and human resource practices. Over three decades, the discipline has matured into one that includes transactional practices along side the more sophisticated organizational development...
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...through the late 1980’s including KRS-One, Public Enemy, Queen Latifah and LL Cool J, fast beats and socially relevant lyrics were among the primary components of the music. By the 1990’s a new face of rap music emerged. It began with Ice T and later gained popularity with artists such as NWA (Niggaz Wit Attitude) whose first album shocked and titillated the rap world with their obscene lyrical content and unabashed “gangsta” style, since then dubbed by the media as “gangsta rap.” Despite the growing acceptance of Hip-hop within white America and the middle class, Hip-hop is, at times understandable, also under siege. Comments made on rap or Hip-hop by Bill O'Reilly, popular talk show host on the Fox News Channel solidify that: Did you know that in 1999...
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...Available online at www.sciencedirect.com International Journal of Project Management 28 (2010) 117–129 www.elsevier.com/locate/ijproman The value of trust in project business Hedley Smyth a,*, Magnus Gustafsson b,1, Elena Ganskau c,2 a School of Construction and Project Management, Bartlett Faculty of the Built Environment, University College London, Gower Street, London WC1E 6BT, United Kingdom b ˚ PBI Research Institute and Abo Akademi University, Aurakatu 1b, FIN-20100 Turku, Finland c PBI Research Institute, Suvorovsky pr., 2b, lit. A, Office 310, 191036 St. Petersburg, Russia Received 11 August 2009; received in revised form 11 November 2009; accepted 17 November 2009 Abstract The paper works towards establishing value for trust in project business, particularly the financial value of trust to project business. Concepts of trust are revisited. Rational explanations of trust are shown wanting, calculations of trust and danger being misrepresentations of how the willingness to trust is formed. The paper argues for the need to establish the interpretative and socially constructed nature of trust, primarily based upon prior experiential and psycho-motive learning in relation to current situational factors. Trust and its relationship to forming expectations and generating confidence are considered. Empirical findings are mobilised to show how trust contributed to value in a financial sense. Value is not an absolute in this context for value is empirically and theoretically...
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...Executive Summery Most of the South Asian economies (e.g. India, Pakistan and Bangladesh) have made significant economic progress in the last two decades and are well on track to becoming major regional or even world economic powerhouses. In the recent years, many MNCs are increasingly putting more attention to the emerging. Asian countries for competitive advantage. One classic example is China. With a population of more than 1.3 billion China is predicted to be the largest economy in the world by next 20 years surpassing United States (UN Report 2007). China has become the manufacturing and investment hub for many MNCs. Despite huge success for most of the MNCs, many already failed in doing business in China due to their management’s inability to manage their human resources appropriately. Taking the Chinese lead like the tiger economies in Asia, Bangladesh is also emerging as a dynamic and significant economic player in South Asia. Bangladesh is one of the pioneers in the region for economic liberalization. It has adopted the best policies of South Asia to attract Foreign Direct Investment (FDI). Doing business in Bangladesh is much easier than most of the developing countries. A recent report entitled “Doing Business in 2007: Creating Jobs” published jointly by World Bank and IFC placed Bangladesh in 68th position in terms of easy of doing business among 175 countries (World Bank, 2007). This places Bangladesh ahead of other countries in the region such as India (88th)...
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...Chapter 5 Organizational Development and Change Chapter Overview The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the bottom up, whilst compliance-based strategies involve the creation of behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels...
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...Chapter 5 Organizational Development and Change Chapter Overview The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the bottom up, whilst compliance-based strategies involve the creation of behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels...
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...Organizational Development and Change The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the bottom up, whilst compliance-based strategies involve the creation of behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels of analysis, and the relationship...
Words: 13780 - Pages: 56