Job Evaluation: Organization Strategy And Strategy In An Organization

Employees tend to compare their person... ... middle of paper ... ...e, and ensure rewards are relevant and valued. A balance between different rewards should be implemented to satisfy the diverse needs of employees. Management should motivate associates to perform at their optimal level to achieve company objectives. Job status rewards impose benefits, however, they can cause potential issues. Rewards given based on job status and individual performance can develop a status mindset, discourage creativity, and not support a bureaucratic hierarchy.

The ratio has to deal with the way a person feels they are giving back to society compared to the “outputs” or rewards they feel they are entitled to for their contribution. Another theory in the work place is the expectancy theory. This theory says that employees will consider if the hard work will pay off, second is if their efforts will lead to greater rewards, and third is if the award valuable to the individual. Managers can use these facts to their advantage to motivate employees by awarding their hard work (Carpente... ... middle of paper ... ...e heard” (Carpenter, Bauer, Erodgogan & Short, 2013). Self-appraisal evaluations help the employers assess what are some positives and negatives of meetings, and if they need to change the structure of meetings to help motivation of employees than they can do so.

Management should have the right to determine whether a union should operate their workplace. Discuss. Introduction Employment relationship (ER) is the interaction between people and organisation at work. It is the study of formal and informal rules regulating the social processes and employment relationship which helps to create and enforce the rules (Bray, Waring, & Cooper, 2011) (hereinafter BWC). Lewis, Thornhill et al (as cited in Spooner & Haidar, 2006) defined ER as a social, political, legal, economic and psychological relationship where employees are willing to work accordingly to their employer’s interest and dedicate their time to the workplace in return for a financial and non-financial reward.

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.

In pay structure, marinating of internal, external and personal equity is the optimum necessity. There are some limitations in job based pay structure but they can be eliminated by delayering and paying the employee according to skill, abilities and knowledge.

Thirdly, the organization that is doing the job evaluation scheme should compare themselves to other competitors in the industry to be sure that their employees are being treated and compensated equally. Another factor to consider when implementing a job evaluation scheme is the cost. A company has different options when they are choosing an evaluation scheme, whether it be analytical or non-analytical. Obviously, one of the cheapest methods would be for the organization to design their own job evaluation scheme. Still, other companies may choose to buy a package that describes how to implement a job evaluation scheme.

Behavioural (action) -This component is based on the overt actions that people exhibit in relation to the attitude object. For example, you might intend to quit rather than stay with the organization during the merger. 2.1 Aspects of Job Attitudes Although some people can be classified by an overall attitude there are aspects of the job which can impact the attitude a person has about their position and company. The various aspects of Job Attitudes are: 2.1.1 Job Satisfaction: The amount of satisfaction an individual gets from doing their job can directly be related to their attitude about it. It is a very personal aspect of work as satisfaction reflects how the person views how they do their job, how the company views them and who they are as a person.

Appraisal shows results which is useful for the administrative area. Those results are useful in complete range of personnel decisions. Decisions on some categories like salary, promotion, retention/termination, recognition of performance, layoffs, and identification of poor performers can be made by the results. Performance appraisals helps organizations to clarify individual and organizational expectations and goals. Each employee is evaluated individually, so appraisal provide an opportunity to understand each employee is working according to the expectations or not, so the most compatible employees can be more valued and used for set objectives for the following periods.

Employee are evaluated by the company they work for on the performance of their job in relation to the effectiveness and efficiency of achieving the organizational goals and objectives. Having an effective performance appraisal system can increase employee performance. Youssef (2015) noted, “Consequently, managers dislike performance measurement due to the confrontational and judgment aspects of assessing their employee’s performance” (p. 144). This paper will address the strategic advantages of a performance appraisal, the potential bias within appraisal systems as well as how performance appraisals can contribute to the achievement of organizational strategic objectives. An effective performance appraisal system is important to organizational

It is the basis for measuring performance and will depict what is necessary for job success. The Job Factors section outline the work experience, education, knowledge and abilities required to do the job (Well-written job descriptions are worth the effort, n.d.)(University of Pittsburgh, n.d.). Other items for consideration related when creating a job description are salary range, job locality and equipment used in the performance of the job. If the company is part of a union, there might also be Collective Bargaining Agreements (Writing Effective Job Descriptions,