Part. Chapter 3 Defining Internal Alignment Chapter 4 Job Analysis Chapter 5 Evaluating Work: Job Evaluation Chapter 6 Person-Based Structures
|
|
- Ferdinand Logan
- 7 years ago
- Views:
Transcription
1 Part I Internal Alignment: Determining the Structure 3-1 Chapter 3 Defining Internal Alignment Chapter 4 Job Analysis Chapter 5 Evaluating Work: Job Evaluation Chapter 6 Person-Based Structures
2 3-2 STRATEGIC POLICIES TECHNIQUES STRATEGIC OBJECTIVES ALIGNMENT COMPETITIVENESS CONTRIBUTORS ADMINISTRATION Work Descriptions Evaluation/ INTERNAL Analysis Certification STRUCTURE Market Surveys Policy PAY Definitions Lines STRUCTURE Seniority Performance Merit INCENTIVE Based Based Guidelines PROGRAMS Planning Budgeting Communication EVALUATION EFFICIENCY Performance Quality Customers Stockholders Costs FAIRNESS COMPLIANCE
3 3-3 Chapter 3 Defining Internal Alignment
4 Learning Objectives After studying Chapter 3, students should be able to: 1. Explain why internal alignment is an important pay policy issue and how to evaluate internal alignment. 2. Discuss the dimensions that comprise a pay structure and factors that influence it. 3. Discuss the pros and cons of egalitarian and hierarchical structures and how they relate to strategy. 4. Discuss the impact of internal pay structures on efficiency, equity, and compliance in the pay system. 3-4
5 Compensation Strategy: Internal Consistency 3-5 Supports Work Flow Supports Fairness Directs Behavior Toward Organization Objectives
6 3-6 Internal alignment, often called internal equity, refers to the pay relationships between the jobs / skills / competencies within a single organization. The relationships form a pay structure that can support the workflow, is fair to employees, and directs their behavior toward organization objectives.
7 3-7 Internal Consistency: Engineering Job Structure at Lockheed Entry Level Recognized Authority Engineer: Limited use of basic principles. Close supervision. Senior Engineer: Full use of standard principles and concepts. Under general supervision. Systems Engineer: Wide applications of principles and concepts, plus working knowledge of other related disciplines. Under very general direction. Lead Engineer: Applies extensive knowledge as a generalist or specialist. Exercises wide latitude. Advisor Engineer: Applies advanced principles, theories, and concepts. Assignments often self-initiated. Consultant Engineer: Exhibits an exceptional degree of ingenuity, creativity, and resourcefulness. Acts independently to uncover and a resolve operational problems.
8 3-8 Pay structure, refers to the array of pay rates for different work or skills within a single organization. The number of levels, differentials in pay between the levels, and the criteria used to determine those differences create the structure.
9 Internal Consistency: Engineering Pay Structure at Lockheed 3-9 Entry Level Recognized Authority Engineer: ($40,000) Limited use of basic principles. Close supervision. Senior Engineer: ($58,500) Full use of standard principles and concepts. Under general supervision. Systems Engineer: ($73,000) Wide applications of principles and concepts, plus working knowledge of other related disciplines. Under very general direction. Lead Engineer: ($93,000) Applies extensive knowledge as a generalist or specialist. Exercises wide latitude. Advisor Engineer: ($120,000) Applies advanced principles, theories, and concepts. Assignments often self-initiated. Consultant Engineer: ($162,000) Exhibits an exceptional degree of ingenuity, creativity, and resourcefulness. Acts independently to uncover and a resolve operational problems.
10 3-10 What Shapes Internal Structures? EXTERNAL FACTORS: Economic Pressures Government Policies, Laws, Regulations Stakeholders Cultures and Customs ORGANIZATION FACTORS: Strategy HR Policy Technology Employee Acceptance Human Capital Cost Implications INTERNAL STRUCTURE: Levels Differentials Criteria
11 Illustration of an Internal Labor Market 3-11 Hire Consultant Engineer Advisor Engineer Lead Engineer Systems Engineer Hire Hire Senior Engineer Engineer
12 3-12 Structures Vary!An internal pay structure is defined by:!the number of levels of work!the pay differentials between the levels!the criteria used to determine those levels and differentials!these are the factors that a manager may vary to design a structure that supports the work flow, is fair, and directs employee behaviors toward objectives
13 Strategic Choices Among Structure Options 3-13 Tailored versus Loosely Coupled Egalitarian versus Hierarchical
14 Which Structure has the Greatest Impact on Performance? On Fairness? Structure A Layered Chief Engineer Engineering Manager Consulting Engineer Senior Lead Engineer Lead Engineer Senior Engineer Engineer Engineer Trainee Structure B De-layered Chief Engineer Consulting Engineer Associate Engineer 3-14
15 Strategic Choice: Hierarchical vs Egalitarian 3-15 Levels Differentials Criteria Supports: Work Organization Fairness Behaviors Hierarchical Many Large Person or Job Close Fit Individual Performers Performance Opportunities for Promotion Egalitarian Fewer Small Person or Job Loose Fit Teams Equal Treatment Cooperation
16 3-16 Consequences of an Internally Aligned Structure Pay structure Undertake training Increase experience Reduce turnover Facilitate career progression Facilitate performance Reduce pay-related grievances Reduce pay-related work stoppages
17 3-17 What The Research Tells Us! Equity Theory! Tournament Theory! Institutional Model: Copy Others
18 3-18 Perceived Equity of a Pay Structure MY PAY My qualifications My work performed My product value OTHERS PAY Their qualifications Their work performed Their product value
19 3-19 Which Structure Fits Best?!How the work is organized!fair to employees!directs behavior toward organization objectives
20 3-20 Summary! Internal alignment refers to the pay relationships among jobs / skill / competencies within a single organization.!the potential consequences of internal pay structures are vital to organizations and individuals.! Pay structures the array of pay rates for different jobs within an organization are shaped by societal, economic, organizational, and other factors.
21 3-21 Summary (continued)!employees judge a structure to be equitable by comparing each job s pay with the qualifications required, the work performed, and the value of that work.!acceptance by employees of the pay differentials among jobs is a key test of an equitable pay structure.!there is widespread experience and increasing research to support the belief that differences in internal pay structures, particularly employee career paths, influence people s attitudes and work behaviors and therefore the success of organizations.
22 3-22 Review Questions 1. Why is internal alignment an important policy in a strategic perspective of compensation? 2. Discuss the factors that influence internal pay structures. Based upon your own experience, which ones do you think are most important? Why? 3. Look into any organization you are familiar with. Describe the flow of work. How is the job structure aligned with the organization s business, the work flow, and the organization objectives? How do you believe it influences employee behaviors?
23 3-23 Review Questions (continued) 4. What is the just wage doctrine? Can you think of any present-day applications? 5. Under what organization designs are more egalitarian versus more hierarchical structures likely to be effective?
Part. Chapter 7 Defining Competitiveness Chapter 8 Designing Pay Levels, Mix, and Pay Structures. External Competitiveness: Determining the Pay Level
Part II External Competitiveness: Determining the Pay Level 7-1 Chapter 7 Defining Competitiveness Chapter 8 Designing Pay Levels, Mix, and Pay Structures 7-2 STRATEGIC POLICIES TECHNIQUES STRATEGIC OBJECTIVES
More informationThe Basics of a Compensation Program
The Basics of a Compensation Program Learning Objectives By the end of this chapter, you should be able to: List three ways in which compensation plays a role in the management of the enterprise. Describe
More informationTHE COMPENSATION FUNCTION UP CLOSE QUARTER 1, 2003; VOLUME 3 REVISED: QUARTER 2, 2007
THE COMPENSATION FUNCTION UP CLOSE QUARTER 1, 2003; VOLUME 3 REVISED: QUARTER 2, 2007 The compensation professional s role is one of the most diverse within an organization. It touches all employees; manages
More informationB408 Human Resource Management MTCU code - 70223 Program Learning Outcomes
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,
More informationHR Manager Job Description
HR Manager Job Description SUMMARY The Human Resources Manager manages Human Resources services, policies, and programs for the entire company. The major areas directed are: recruiting and staffing; organizational
More informationIntroduction Job descriptions Job evaluation process Fair Labor Standards Act (FLSA) Internal equity considerations Additional pay process
HR Compensation Briefing October 22, 2009 Agenda Introduction Job descriptions Job evaluation process Fair Labor Standards Act (FLSA) Internal equity considerations Additional pay process 2 1 Compensation
More informationStrategic human resource management toolkit
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
More informationPolicies of the University of North Texas Health Science Center
Policies of the University of North Texas Health Science Center 05.306 Salary Administration Chapter 05 Human Resources Policy Statement. The University of North Texas Health Science Center strives to
More informationIowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu
Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu Table of Contents INTRODUCTION... - 3 - SECTION I - EXTERNAL COMPETITIVENESS...
More informationIntroducing Market Pricing and Broad Bands
Introducing Market Pricing and Broad Bands A New Compensation System for Boston College Administrative and Support Staff Presentation to Staff Fall 2008 Why A New System? The need for an updated salary
More informationCertified Human Resources Management Consultant (HRMC Certificate)
Certified Human Resources Management Consultant (HRMC Certificate) 08 12 May 2016 Sweden This program aims to teach the trainees all about the strategic planning for the HR within our Arab organizations,
More informationCabot Pharmaceuticals
Cabot Pharmaceuticals Managing a Salesperson in a Large Company 1 Follow up - EMC and OuterBay Scott Menzel 15 years in Market Development for EMC Now - Office of CTO Case Follow-up Archive market did
More informationDoDEA Personnel Center HR Competency Definitions
DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer
More informationVice President Sales Operations Job Description
SALES FORCE JOB DESCRIPTIONS Vice President Sales Operations Job Description The Sales Management Association +1 312 278-3356 www.salesmanagement.org 2008 The Sales Management Association. All Rights Reserved.
More informationCommission on Care Leadership Workgroup
Commission on Care Leadership Workgroup Findings and Draft Recommendations March 22, 2016 1 Building a Leadership System: Leadership Workgroup Topics Five Topics 1. Organizational Health and Cultural Transformation
More informationHRM. Human Resource. Health Organizations. A Guide for Strengthening HRM Systems. Management Rapid Assessment Tool for
HRM Human Resource Management Rapid Assessment Tool for Public- and Private-Sector Health Organizations A Guide for Strengthening HRM Systems All rights reserved. Management Sciences for Health Telephone:
More informationTransform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group
SAP Services Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group A Journey Toward Optimum Results The Three Layers of HR Transformation
More informationSAP Solutions Analyst (Finance and Payroll)
SAP Solutions Analyst (Finance and Payroll) IT Services Application Services Salary Grade 8-40,847-45,954 per annum Open Ended Contract Ref: CSE00899 At Leicester we re going places. Ranked in the top-12
More informationHRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition
HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed
More informationHUMAN RESOURCES Human Resources MANAGEMENT Management
T H E U N I V E R S I T Y O F T E X A S A T E L P A S O College of Business Administration HUMAN RESOURCES Human Resources MANAGEMENT Management What is Human Resources Management? HR designs and implements
More informationCreating Line of Sight
Creating Line of Sight How to Get to the Bottom Line Through Your Employees Presented by: Ed Krow, SPHR, CCP, SHRM-SCP, CHCM Objectives Identify key behaviors of all levels of employees and the link between
More informationCommunications Manager
Job details Job title: Communications Manager Responsible to: Head of Communications Responsible for: Posts in the Communications Location: Liverpool with travel across all locations Overview of the role
More informationOLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY
OLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY INTRODUCTION The purpose of the pay practices for administrative and professional faculty (AP faculty) is to explain the criteria and
More informationField Sales Manager Job Description
SALES FORCE JOB DESCRIPTIONS Field Sales Manager Job Description The Sales Management Association +1 312 278-3356 www.salesmanagement.org About The Sales Management Association The Sales Management Association
More informationHR COMPETENCY DEVELOPMENT OFFERINGS
HR COMPETENCY DEVELOPMENT OFFERINGS HR COMPETENCY DEVELOPMENT We offer a variety of learning experiences designed to build skill, performance, and selfawareness in HR professionals. We have workshops designed
More informationROBERT L. MATHIS JOHN H. JACKSON. Presented by: Prof. Dr. Deden Mulyana, SE.,M,Si.
ROBERT L. MATHIS JOHN H. JACKSON Chapter 1 Changing Nature of Human Resource Management Presented by: Prof. Dr. Deden Mulyana, SE.,M,Si. SECTION 1 Nature of Human Resource Management Learning Objectives
More informationState of Colorado SUCCESSION PLANNING. Introduction
State of Colorado SUCCESSION PLANNING 1 Introduction Overview of the State s Classified workforce Issues Driving the Succession Planning Efforts Previous efforts and challenges Current efforts and challenges
More informationBenefits make up an important component of the employment. Employee Benefits in a Total Rewards Framework. article Business Case for Benefits
article Business Case for Benefits Employee Benefits in a Total Rewards Framework Benefits represent one of the largest investments a company makes in its talent. However, our tendency can be to design,
More informationCompetitive Pay Policy
www.salary.com/hr Copyright 2002 Salary.com, Inc. Competitive Pay Policy Lena M. Bottos and Christopher J. Fusco, SPHR Salary.com, Inc. Abstract A competitive pay policy articulates an organization s strategy
More informationDecember, 2009. Salary, Education, Benefits, and Job Descriptions of Nurses, Teachers, and Social Workers: A Comparative Analysis
December, 2009 Salary, Education, Benefits, and Job Descriptions of Nurses, Teachers, and Social Workers: A Comparative Analysis Contents Introduction 3 Problem Statement 3 Social Work within the Texas
More informationImproving Dealership Operations With the DCM Dealer Capabilities Model
QMA/AMI Management LLC Automotive Retail & Distribution Business Advisory Services Improving Dealership Operations With the DCM Dealer Capabilities Model What do we do first? How do we stay focused? WHAT
More informationEfficient, Effective Government. Business & Organizational Efficiencies. Mission: To help county managers
2011 Business Plan St. Louis County Employee Relations Department Efficient, Effective Government Business & Organizational Efficiencies Mission: To help county managers improve St. Louis County operations
More informationWE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS
WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS HR Solutions & Services www.ajyal-hr.com RECRUITMENT Talent is the single most important item on the minds of CEO s today.
More informationHUMAN RESOURCES. City of Minneapolis - Human Resources H77 2013 Council Adopted Budget
HUMAN RESOURCES MISSION The mission of the Human Resources (HR) Department is to strategically partner with departments to implement a comprehensive, competency-based talent management strategy so that
More informationProgram Overview. The iiet is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM- CPSM or SHRM- SCPSM
Program Overview As an HR manager, can you articulate your company s business goals and strategy? Do you know how best to align your human resource tools and expertise from recruitment, to talent management,
More informationA Strategic Vision for Human Resources
DISCUSSION DOCUMENT A Strategic Vision for Human Resources Organizational Possibilities Fitting the Pieces Together November 7, 2007 Costa Mesa, CA Framework Systems Theory Strategic Vision for Human Resources
More informationSenior Human Resources Business Partner
Career Service Authority Senior Human Resources Business Partner Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Functions as a strategic human resources consultant, where an agency human resources team
More informationTraining and Human Resources Manager
UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF CALIFORNIA Training and Human Resources Manager Job Summary This position is located in the Administrative Section of the United States Bankruptcy Court
More informationUsing the Leadership Pipeline transition focused concept as the vehicle in integrating your leadership development approach provides:
Building your Leadership Pipeline Leadership transition focused development - White Paper The Leadership Pipeline framework Business case reflections: 1. Integrated leadership development 2. Leadership
More informationCompensation. George T. Milkovich. Jerry M. Newman. Barry Gerhart. Eleventh Edition. McGraw-Hill Irwin. Cornell University
Compensation Eleventh Edition George T. Milkovich Cornell University Jerry M. Newman State University of New York- Buffalo Barry Gerhart University of Wisconsin Madison' McGraw-Hill Irwin Table of Contents
More informationMethods for Establishing and Maintaining an Equitable Salary Structure
Methods for Establishing and Maintaining an Equitable Salary Structure Note: Slides with links, handouts and spreadsheets with calculations are available at http://ufdc.ufl.edu/aa00013202 Prologue The
More informationLecture Slides for Managing and Leading Software Projects. Managing and Leading Software Projects. Chapter 11: Organizational Issues
Lecture Slides for Managing and Leading Software Projects Chapter 11: Organizational Issues developed by Richard E. (Dick) Fairley, Ph.D. to accompany the text Managing and Leading Software Projects published
More informationTony Verheijen, World Bank
Tony Verheijen, World Bank Balancing affordability and quality: Closed Internal Labor Market or Open systems, pros and cons Effectiveness of controls: single spine vs. decentralized systems Performance
More informationOptimizing Rewards and Employee Engagement
Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin
More information6. Chief human resources officer
6. Chief human resources officer A Chief Human Resources Officer (CHRO) is a corporate officer who oversees all human resource management and industrial relations operations for an organization. Similar
More informationHuman Resources and Talent Development Plan
THE UNIVERSITY OF TOLEDO Human Resources and Talent Development Plan MEDICAL CENTER FY2016 Human Resources and Talent Development Processes Planning Each service of the hospital takes responsibility for
More informationeve ge our experience Quantum leverage our experience to benefit your business human resource consulting 2011 quantumhrconsulting. All Rights Reserved
Lev eve ge leverage our experience to benefit your business ra experience our 2011 quantumhrconsulting. All Rights Reserved Quantum human resource consulting introduction As the world shrinks into a global
More informationThe following terms are commonly used when discussing compensation terminology.
Glossary of Terms The following terms are commonly used when discussing compensation terminology. A Americans with Disabilities Act Prohibits employment discrimination against people with physical and
More informationWhat Role Should HR Take in Change?
What Role Should HR Take in Change? Presented by Suzie Sauer Johnston Penno Limited Why is the role you take so important? The role you take: Shapes your attitude and the way you behave Influences the
More informationMODELS OF HUMAN RESOURCE MANAGEMENT (HRM) Unit 10 SHRM, Prepared By: Ms. SHABNAM
MODELS OF HUMAN RESOURCE MANAGEMENT (HRM) UNIT 10 SHRM, SESSION 2 PREPARED BY: MS SHABNAM LEARNING OBJECTIVES By the end of this session students will be able to: Understand the HRM system Explore various
More informationTAUHEEDUL EDUCATION TRUST
TAUHEEDUL EDUCATION TRUST JOB DESCRIPTION Job Title: Base: Head of Human Resources Tauheedul Education Trust Central Office Reports to: Chief Executive Grade: TSM4 Sc 54-59 Staff Responsibility for: As
More informationCreating an Effective Human Capital Strategy
Creating an Effective Human Capital Strategy Vol. 57 No. 8 Measure your progress toward being a strategic HR business partner. 8/1/2012 By Edward E. Lawler III and John W. Boudreau A changing workforce,
More informationRita Mano Department of Human Services University of Haifa ritamano@research.haifa.ac.il
Rita Mano Department of Human Services University of Haifa ritamano@research.haifa.ac.il A classic definition of Human Services Nonprofit Human Services: sources of complexity A broad definition of Human
More informationFundamental of Human Resources Management UNITAR Fellowship Program for Afghanistan Final Workshop December 10, 2012, MoF Kabul
Fundamental of Human Resources Management UNITAR Fellowship Program for Afghanistan Final Workshop December 10, 2012, MoF Kabul Presented by Musa Kamawi UNITAR Honorary Faculty Member 1 Contents Introduction
More informationCourse Description (Master of Human Resource Management) MHRM
Course Description (Master of Human Resource Management) MHRM Programme Compulsory Courses: BA 601 - Scientific Research and Statistical Analysis Business research is crucial in building graduate capabilities
More informationStanislaus County Supervisor Training Academy Training Catalog 2016
Stanislaus County Supervisor Training Academy Training Catalog 2016 Training Courses Budgeting/Financial Overview Compliance/Payroll Regulations Conducting a Recruitment Disability Management Employee
More informationCompensation Plan for Exempt and Non-Exempt Staff
Compensation Plan for Exempt and Non-Exempt Staff Original Implementation: February 3, 2005 Last Revision: January 28, 2014 Objective: It is the intent of Stephen F. Austin State University to maintain
More informationCareers Advisers Day 16 September 2010. Internal Use Only - Not to be disclosed outside Standard Life group
Careers Advisers Day 16 September 2010 Introduction to Careers Advisers Day Sandy Begbie Group People & Transformation Director Standard Life context Standard Life is a leading long term savings and investment
More informationThe automotive manufacturing sector is
BUILDING A SUSTAINABLE WORKFORCE: APPRENTICESHIP IN THE CANADIAN AUTOMOTIVE INDUSTRY The Canadian Automotive Manufacturing Industry at a Glance The automotive manufacturing sector is struggling in the
More informationCAREER TRACKS JOB STRUCTURE: CATEGORIES AND LEVELS
Job Standards within families fall into one of the following categories: Professional Operational & Technical Supervisory & Management Within each category, various job levels (with corresponding generic
More informationStrategic Human Resource Management. True/False Questions
Chapter 2 Strategic Human Resource Management True/False Questions 2-1. The goal of strategic management in an organization is to deploy and allocate resources in a way that provides it with a competitive
More informationDISTINGUISHING CHARACTERISTICS:
OCCUPATIONAL GROUP: Human Resources CLASS FAMILY: Central Human Resources CLASS FAMILY DESCRIPTION: This family of positions include those positions which are located in the Division of Personnel. They
More informationManagement Courses-1
Management Courses-1 MGT 201/Management Principles and Practices Provides an introduction to the core concepts and theories of management. Emphasis is on developing a theoretical foundation in the various
More informationEffective Strategies for Modern Sales
Effective Strategies for Modern Sales Featuring Frank V. Cespedes, Harvard Business School Professor and author of Aligning Strategy and Sales: The Choices, Systems, and Behaviors that Drive Effective
More informationPERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW
SECTION: HUMAN RESOURCES POLICY AND PROCEDURE No: 10.16 NATURE AND SCOPE: SUBJECT: POLICY AND PROCEDURE TRUST WIDE PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW This policy explains the Performance
More informationTurnover. Defining Turnover
Retaining Talent A guide to analyzing and managing employee turnover; By David G. Allen, Ph.D., SPHR SHRM Foundation s Effective Practice Guidelines Series Defining Turnover Turnover is defined as an employee
More informationDiploma in Human Resource Management (Level 4) Course Structure & Contents
Brentwood Open Learning College Diploma in Human Resource Management (Level 4) Course Structure & Contents Diploma in Human Resource Course Structure & Contents Page 1 Unit 1 Overview of Human Resource
More information2010 Study on the State of Performance Management. research. A report by WorldatWork and Sibson Consulting October 2010
2010 Study on the State of research A report by WorldatWork and Sibson Consulting October 2010 About WorldatWork Media Contact: Marcia Rhodes 14040 N. Northsight Blvd. Scottsdale, Arizona USA 852-31 480-304-6885
More informationSYLLABUS Class: - B.B.A. II Semester. Subject: - Human Resource Management
SYLLABUS Class: - B.B.A. II Semester Subject: - Human Resource Management UNIT I Introduction: Importance of Human Resource Management Meaning, Nature and Scope, Functions and Role of HR Manager Advisory
More informationMANAGER OF HUMAN RESOURCES CORPORATE SERVICES
MANAGER OF HUMAN RESOURCES CORPORATE SERVICES GENERAL PURPOSE The Manager of Human Resources is responsible for the overall management and support provided through the County s Human Resources unit. The
More informationRevised Body of Knowledge And Required Professional Capabilities (RPCs)
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
More informationCompensation Basics For Managers and Supervisors
Compensation Basics For Managers and Supervisors Truths About Compensation Truth #1: Compensation management is more of an art than a science. 2 Truths About Compensation Many elements influence pay decisions
More information<Insert Picture Here> JD Edwards EnterpriseOne Human Resources
JD Edwards EnterpriseOne Human Resources EnterpriseOne Human Resources Human Resources Payroll Self Service erecruit Financial Project Supply Chain Key Features Workforce Job Position
More informationCompensation. George T. Milkovich. Jerry M. Newman. Barry Gerhart. Tenth Edition. McGraw-Hill Irwin. Cornell University
Compensation Tenth Edition George T. Milkovich Cornell University Jerry M. Newman State University of New York- Buffalo Barry Gerhart University of Wisconsin-Madison McGraw-Hill Irwin Table of Contents
More informationChapter 3: Managing Conflict with Your Boss
Chapter 3: Managing Conflict with Your Boss Overview The special case of conflict between a direct report and a boss presents unique challenges. As a manager with responsibilities up and down the organizational
More informationStrengthening the Link Between Pay & Performance
Strengthening the Link Between Pay & Performance Presented by: Mykkah Herner, MA, CCP Manager of Professional Services PayScale, Inc. Karaka Leslie Partnership Manager PayScale, Inc. Sponsored By: Wednesday,
More informationCompensation Policy and Base Pay Administration Guidelines For Administrative/Professional and University Staff Employees
Compensation Policy and Base Pay Administration Guidelines For Administrative/Professional and University Staff Employees Auburn University February 2007 Contents Auburn s Total Compensation Philosophy
More informationHUMAN RESOURCES. Management & Employee Services Organizational Development
Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner
More informationDeveloping a Learning Plan. A Learning Plan can serve as a useful tool for planning and managing professional development.
Developing a Learning Plan A Learning Plan can serve as a useful tool for planning and managing professional development. Developing a Learning Plan requires that you: 1. Identify a Learning Goal, the
More informationThe University of North Carolina at Chapel Hill Career Banding Compensation Administration Plan
The University of North Carolina at Chapel Hill Career Banding Compensation Administration Plan What is Career Banding?...2 Overview of the Career Banding Framework...2 Career Banding Pay Philosophy...3
More informationThe Procter & Gamble Company Board of Directors Compensation & Leadership Development Committee Charter
The Procter & Gamble Company Board of Directors Compensation & Leadership Development Committee Charter I. Purposes. The Compensation and Leadership Development Committee (the Committee ) is appointed
More informationThe System categorizes positions into the following groups:
SYSTEM REGULATION 31.01.01 Compensation Administration June 22, 1998 Revised May 3, 2002 Revised July 23, 2002 Revised April 1, 2003 Supplements System Policy 31.01 1. COMPENSATION PHILOSOPHY The System
More informationCareer Management. Making It Work for Employees and Employers
Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,
More informationStrategic HR Partner Assessment (SHRPA) Feedback Results
Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright 997-04 Assessment Plus, Inc. Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how
More informationDIRECTIVE TRANSMITTAL
U.S. NUCLEAR REGULATORY COMMISSION DIRECTIVE TRANSMITTAL TN: DT-04-10 To: Subject: NRC Management Directives Custodians Transmittal of Management Directive 9.25, Organization and Functions, Purpose: Directive
More informationThe State of Sustainable Business 2015. Annual Results September 2015
The State of Sustainable Business 2015 Annual Results September 2015 Contents About the Research 3 Sample and Methodology 5 Key Findings 7 Tracking Corporate Sustainability Priorities 8 Views on the State
More information2048.1 General. 1. 2048.2 Classification Authority. 1
PART 2048 - POSITION CLASSIFICATION SUBPART A - POSITION CLASSIFICATION Sec. Page 2048.1 General. 1 2048.2 Classification Authority. 1 (a) Assistant Administrator, Human Resources. 1 (b) Human Resources,
More informationORGANIZATIONAL ASSESSMENT TOOL (OAT) for Full Drucker Self-Assessment Process
ORGANIZATIONAL ASSESSMENT TOOL (OAT) for Full Drucker Self-Assessment Process Please return to: United Way of Allegheny County / Agency Relations / P.O. Box 735 / Pittsburgh, PA 15230-0735 Date the Drucker
More informationIBAO Member Programs. Overview
Overview : Has been enabling stronger revenue growth through human capital solutions since 2004. Is a GTA-based Consulting and Outsourcing firm that provides a full suite of Human Resources services and
More informationNCBS DATA ANALYST EXPERT COACH TERMS OF REFERENCE. National Capacity Building Secretariat
NCBS DATA ANALYST EXPERT COACH TERMS OF REFERENCE Position Type Organization Partner organization Duration Type of contract Data Analyst Expert Coach Consultancy contract National Capacity Building Secretariat
More informationChapter 15 Personnel Management
Chapter 15 Personnel Management In the corporate sector, it s called human resources. And it makes sense, since your personnel are perhaps your most important resource. You can have the best operating
More informationGUILFORD COUNTY SCHOOLS JOB DESCRIPTION JOB TITLE: EXECUTIVE DIRECTOR TALENT DEVELOPMENT GENERAL STATEMENT OF JOB
GUILFORD COUNTY SCHOOLS JOB DESCRIPTION JOB TITLE: EXECUTIVE DIRECTOR TALENT DEVELOPMENT GENERAL STATEMENT OF JOB Under limited supervision, performs leadership and responsible development work to carry
More informationHow To Manage An In House Legal Team
December 2014 A Guide for General Counsel Structuring your legal team contents: THE TEAM 03 THE STRUCTURE 04 RISK AND COMPLIANCE 07 LEVEL AND NATURE OF OUTSOURCING 08 FUNCTIONS 09 SUPPORT SERVICES 10 CONCLUSION
More informationThe Insightlink 4Cs. Employee Survey Feedback and Action Planning Workbook
Insightlink Communications 80 South Lake Ave. Suite 680 Pasadena, CA 91101 USA w w w.insightlink.com - Tel: 866.802.8095 - Email: info@insightlink.com This guide is designed as a workbook to enable HR
More informationCompensation: How RIA firms are attracting and retaining top-tier talent
Compensation: How RIA firms are attracting and retaining top-tier talent Results from the 2014 RIA Benchmarking Study from Charles Schwab As the RIA industry has grown and matured, individual advisory
More informationCertified Human Resources Manager VS-1002
Certified Human Resources Manager VS-1002 Certified Human Resources Manager Certification Code VS-1002 Vskills certification in Human Resources assesses the candidate on company s Human Resources needs.
More informationThe State of Performance Management. research. A Survey Brief by WorldatWork and Sibson Consulting July 2007
The State of Performance Management research A Survey Brief by WorldatWork and Sibson Consulting July 2007 Media Contact: Marcia Rhodes 14040 N. Northsight Blvd. Scottsdale, Arizona 85260-3601 480/348-7285
More information1. LEADERSHIP 90 INFORMATION & ANALYSIS STRATEGIC QUALITY PLANNING 4. HUMAN RESOURCE DEVELOPMENT & MANAGEMENT 150
MANAGEMENT EFFECTIVENESS If you are interested in achieving quality management, service excellence and customer satisfaction, this is the audit used by Ritz Carlton to earn the national quality award.
More informationInvestment manager research
Page 1 of 10 Investment manager research Due diligence and selection process Table of contents 2 Introduction 2 Disciplined search criteria 3 Comprehensive evaluation process 4 Firm and product 5 Investment
More information