Professional Documents
Culture Documents
INDIRECT (benefits) Insurance Holidays Medical and health Child care Employee assistance
ENVIRONMENT Good policies and practices Competent supervision Congenial co-workers Safe and healthy work environment Fair treatment
Work Value
Individual Performance
Rate Ranges
Step 1
Job Evaluation
The systematic process of determining the relative worth of jobs in order to establish which jobs should be paid more than others within an organization.
itself with:
Organisations in the same or related industries? Organisations in the same geographic area? Best practice companies? Domestic companies? Multinationals?
Step 3
Group jobs into Pay Grades or Job Classes Groups of jobs within a particular class that are paid the same rate or rate range jobs of equal difficulty
NON-QUANTITATIVE Ranking Job Classification Or Job Grading QUANTITATIVE Point Rating Method Factor Comparison Decision Band
Hierarchy of Clerical Jobs, JE Points and Pay Grades for a Hypothetical Office
JOB Customer Service Rep. Executive Secretary/Admin. Asst. Senior Secretary Secretary Senior General Clerk Credit and Collection Accounting Clerk General Clerk Legal Secretary/Assistant Senior Word Processing Operator Pt. 300 298 290 230 225 220 175 170 165 160 Grd. 5
4 3
Wage Curve
8 7
PAY
4 3 2 1
JE Points
Jobs Grades
GR I II III
GR
I
JOBS
AB
30002504500500-9000
II
III
CDEF
GHIJ
60004008400750-14400
1000060013600900-20800
Pay Structure
39.50 37.00 34.50 Wage Curve (or line) Maximum Rate
24.50
22.00 22.00 19.50
17.00
14.50 12.00 9.50 0
Minimum Rate
I
50
II
100
III
150
IV
200
V
250
VI
300
17.00
14.50 12.00 9.50 0
I
50
II
100
III
150
IV
200
V
250
VI
300
Competencies
Demonstrable characteristics of a person, including knowledge, skills, and behaviors, that enable performance.
Broadbanding
39.50 37.00 34.50 Rates (Rs. 000) 32.00 29.50 27.00 Maximum Rate Previous Maximum Rate Wage Curve (or line)
24.50
22.00 22.00 19.50 Minimum Rate Previous Minimum Rate
17.00
14.50 12.00 9.50 0
I
50
II
100
III
150
IV
200
V
250
VI
300
VARIABLE PAY
Tying pay to some measure of individual, group, or organizational performance.
Gainsharing is most appropriate in situations where the demand for the firms product or service is relatively stable. If a firm has multiple plants with varying levels of efficiency, the plan must take this variance into account so that efficient plants are not penalized and inefficient plants rewarded. Less likely to work well when technology limits improvements in efficiency.
FRINGE BENEFITS
Benefit plans that enable individual employees to choose the benefits that are best suited to their particular needs
Advantages
Disadvantages
more appreciation of benefits offered better match between benefits and employee preference
increased design and administrative costs