Job-Based Position Analysis
Job Title: Employee Support Services Staffing Technician
Pay Structure: Job-based structure
Rationale: The Charlotte Mecklenburg School HR Staffing Technician position is an example of a structured job-based position. The internal structure for this position centers on a job description consisting of single task functions that have an assigned value to the organization. A collection of associates perform data entry and complete repetitive HR tasks, which suggest that the employees are being paid to complete tasks rather than applying critical thinking skills or other personal competencies that would suggest using higher level of problem solving competency and decision making skills.
Advantages and Disadvantages:
The having a job-based position is traditionally the norm for most public sector employees. This type of position gives the employee clarity on what the expectations are for the job because of it is primarily based on a job description composed of tasks rather personnel traits. The job focuses on tasks, it uses an evaluation system with assigned value that measures the task completed, and this demonstrated how well an employee performs the tasks. For the organization, this type of position helps define job security which depend on tasks completion rather than what skill sets, an employee can offer or develops as the result of performing the job over an evaluation period. The job-based positions provide an employee some stability, the employee understand the pay structure and can predict pay raises and increases based on the pre-established values of the position to the organization. As a benefit, there are direct lines of promotion and progression opportunities built into the organizational char...
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...fect the environment and can create resentment if compensation varies for similar accomplishments by individuals with similar skill sets. The though process for this type of position structures will continue to vary among organizations, how effective the position will be still depends on how well the job analysis is performed and the company must be able to successfully identify and match the skill sets to the need of the organization.
Works Cited
Greene, R. (2010, January 21). Effectively managing base pay: Strategies for success. Retrieved from http://www.shrm.org/hrdisciplines/compensation/Articles/Pages/CMS_005592.aspx
Kokemuller, N. (2014). Job-based pay vs. knowledge-based pay. Retrieved from http://work.chron.com/jobbased-pay-vs-knowledgebased-pay-8232.html
Milkovich, G., Newman, J., & Gerhart, B. (2014). Compensation. (11th ed.). New York: McGraw-Hill.
Compensation is made of a base salary (paid by the hour, work or the year; excluding overtime or bonuses), variable pay (bonuses, profit sharing/stock options which work hand and hand with the performance of the company), and benefits (to include health insurance/savings plans – 401(k), or tuition reimbursement). The traditional way of determining base pay for jobs was to compare jobs in the same industry. Now industry and market, no long work by themselves, the current thinking is more person-based that considers knowledge, skills, and competencies of the work. This, however, is best suited for high-performing environments that remain flexible in their deployment of human capital.
This is better explained by the public servant knowing why he is doing the job and who it is benefiting, socially, and how he is impacting and making a change for the better in their own mind, personal. In the first two “chapters” of Caught between the Dog and the Fireplug, or How to
“NewYork-Presbyterian Hospital is committed to excellence in patient care, research, education and community service. When you or a member of your family requires care, we will provide the exceptional services that you expect from a first-rate medical institution”(NewYork-Presbyterian, n.d.)
Blau, F., & Kahn, L. (2007). The Gender Pay Gap: Have Women Gone as far as they can. Academy of Management Perspectives , 21 (1), 7-23.
Q2. Explain 3 types of Personnel Strategies with reference to their implications for Position Classification. What is meant by hybrid or mixed personnel strategy for adopting position classification? Explain the following terms: Rank-in-job vs. Rank-in-person; Open-Personnel Systems vs. Closed Personnel Systems; sand Lateral Entry.
According to Chaneta (2014), job evaluation is the process of analyzing and assessing the relative worth of various jobs in an organization for the purpose of comparison and pay grading, and based on qualifications and skills required for a range of jobs. In other words, it forms the basis for pay and benefits negotiation. It helps to compensate employees accurately based on their job grades or values, and hence avoid issues of inequity and indifference at the workplace. To ensure effective job evaluation process, market-driven and job worth systems are largely used. While market-driven system is determined by the existing pay grade or structure in the opened market based on workforce demand and availability for particular positions, job-worth system depends on the value of the job or position to the organization. Both systems can be influenced by the external labor market and there become difficult for managers to apply as they would be torn between fulfilling internal and external demands. Another significant resemblance between market-driven and job worth systems is that they both require the same qualifications and other characteristics from the job performer as the basis for occupying a specific position. For instance, before HR practitioners decide on which system to use to determine Quality Specialist 's pay, they must make sure the potential worker has the job requirements and competencies to execute the job. One of the criteria for rewarding an employee is his or her ability to complete tasks in a proficient, productive, and effective way (Kaifi, Khanfar, Nafei, & Kaifi,
Besides that, Bright (2005) determined the individual characteristics, management level, and financial reward preferences of high PSM public sector employees which resulted in employees with high PSM are generally female, are managers, have higher education levels, and place less emphasis on financial rewards. This finding further reinforces Perry & Wise’s (1990) findings on employees with high PSM and their reward preferences. However, there are also contrasting views that public sector employees value extrinsic rewards as well because traditionally, people are attracted to work for the government because of the job stability, opportunities for career development and the pension system (Perry & Hondegham, 2008). Besides that, people also perceive that government jobs are more flexible and less stressful for those with families (Vandenabeele, 2008). Research studies have mainly focused on the PSM theory from the angle of public service as public
Remuneration management is defined as the sum received for an employment or service delivered, this includes the money received on a monthly basis as well as benefits given as rewards (investopedia,para.1 ). Individualism need to be taken into account when implementing these remuneration structures or reward schemes, equal pay plays a role in balancing earnings among the diverse workforce (Shen, Chanda, D’Neetto and Monga,2009,p.241). The Woolworth’s Holdings uphold remuneration policies which have the purpose of making sure to attract and hold on to the best talent, that they are congruent with the strategies of the company and are the determinants of performance during the short and long phases. The policy considers the board members and the employees. This policy manages employees of the company by giving...
Henemen, Robert L. Linking Pay Increase to Performance Ratings. Addison-Wesley Publishing Company, Inc. Reading, Massachusetts 1992.
Here are some key points and ideas about exercises we could do in class. PLease contact me if you have any questions. I think we could have the speaker and do the mock interview I suggested toward the end of this e-mail. Shana Cohn CLASS DESIGN Important points, class discussion questions and activities. Part I Job Analysis defined: Identifying lists of activities or tasks associated with the job. Determining the skills needed to perform the job successfully. A well-designed job analysis can help to create a work environment where expectations are clear and future problems can be alleviated through communication. Some detailed benefits of job analysis include: 1. It provides uniform guidelines for dealing with employment selection, compensation, performance standards, and the skills needed for any given position. 2. It lays a foundation for gaining a competitive advantage by identifying training needs for the incumbent employee or an employee entering into the organization. 3. A successful job analysis draws clear boundaries between the employer and employee regarding qualifications, job responsibilities, lines of authority, and ways of preventing or dealing with grievances. 4. It allows employers to hire qualified candidates by linking applicants' skills to the job analysis. Employers can also prove that their requirements for selection are related to the job. The ADA defines a qualified applicant as "one who can perform the essential functions of the job." A job analysis provides the employer with justification of why they chose a particular applicant. Other areas to note: 1. The most common reason for a job analysis is to gather information for job descriptions. The job description should focus on results and outcomes instead of how to accomplish the job, because each person attains results in a different fashion. 2. Preparation for the future is key to dealing with a changing workplace. The job analysis should integrate issues the organization may confront in the future, such as turnover and technology advances that could change its structure. 3. Forecasting HR needs is critical to the success of the organization. These should be assessed with past trends, evaluating the skills of incumbent positions, and being aware of changing skills and requirements. Some questions/activities regarding job analysis: A class activity would be a case study that involves a new person hired into an organization where a job analysis is not utilized. The following questions serve as a guideline for the types of issues that could arise without a clear job analysis.
Employee compensation and reward systems have undergone a couple of paradigm shifts since inception. Reward systems were traditionally compensation based and focused on the individual or the position (Beam 1995). After a recession in the early 1980's, employers turned to performance based models in an attempt to save money while still rewarding top performers (Applebaum & Shapiro, 1992). Today, the most successful organizations are using a total reward model, a hybrid of the performance based model combined with strategic human resource management planning to create reward systems that both benefit the employee and help organizations realize their operational goals (Chen & Hsieh, 2006).
United Nations, (2006). Unlocking the human potential for public sector performance world; public sector report 2005. United Nations: Academic foundation
Attracting and retaining the most talented employees is essential for long-term organizational success. An important component to attracting and retaining such employees is the design and implementation of an effective compensation and benefit system. Assuming the role of a highly regarded human resource consultant hired to review, analyze, and revise the compensation and benefit system utilized by my city’s largest employer, Holland Enterprises, this paper presents a revised compensation and benefit strategy that suits the firm. This proposal describes how an effective compensation and benefit system could contribute to organizational effectiveness in the firm, the principle components of the revised compensation and benefit system for the
Public Managers are uniquely positioned to positively affect policy process due to their tenure, job security, absence of political pressure and expanded role in the society. The
Shimko, D., (2013). Choosing a Pay Structure that Works for Your Practice, Retrieved December 14, 2013 from Internet http://www.aafp.org/fpm/2000/0200/p30.html