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Assignment No. 01
Q. No. 1 The design of the wage and salary administration program
is a particularly important project for any organization. Discuss the
basic development steps of a wage and salary program.
Ans: there are two aspects of responsibility in the wage and salary
administration function. The first aspect is to provide solutions to internal
“customers’ those staff members who approach the unit for assistance in a
specific matter. These customers seek answers to their problems and look for a
quick solution that will not make more problems for themselves. They may not be
mindful of the organization’s interest in building a new (or revamped), wage and
salary administration program and may not be concerned, even if they know.
When these interruptions occur it is essential for us to give attention to that
particular issue or concern and work towards a solution. This “maintenance”
aspect of the function is crucial to the success of any new program that is
developed because the services provided during the operational phase of the
project will be helpful in developing the credibility of the staff. As the program is
developed and moves forwards now for assistance.
ANALYSIS OF DEVELOPMENT
CURRENT OF NEW
SITUATION PROGRAM
REVISION MAINTENANC
OF OLD E OF CURRENT
PROGRAM PROGRAM
SERVICES
While goal of the entire unit (the wagon, in the analogy ) is to go forward, it is the
independent turning of the wheels that give the wagon motion.
Any ongoing wage and salary administration project (such as revamping
the performance appraisal system or the introduction of an incentive program )
should include an analysis of the current state of affairs in the organization,
consideration/ development of new programs and revision of existing programs.
Eacho of thse elements (wheels) may each be progressing at its own pace, and if
there are the resources to do so, they may all be spinning at different rates
concurrently. Even if a project ends later that anticipated, it is better to continue
a “business as usual … only better” attitude. The outcome of the project will then
be far more likely to succeed because staff members will have developed a
credibility for the wage and salary administration unit through their daily
routines. Staff members throughout the organization will be more likely to see
the benefit to time of the recently introduced wage and salary administration
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program and to anticipate its benefits- and that is the primary objective of the
program.
AUDIT &
REVIEW
CURRENT
PROGRAM
ANALYZE BUILD AN
PROGRAM INFORMATION
DATA BASE
COMPILE JOB
DISCRIPITION
DEVELOP PAY
POLICY
DEVELOP WASGE
& SALARY POLICY
& PROCEDURE
DOCUMENT
ESTABLISH
COMPENSATION
COMMITTEE
INVENTORY JOB
DESCRIPTION
PERFORM JOB
EVALUATION
BUILD PAY
STRUCTURE
PROVIDE A
MANUAL
When any organization starts, it often commences as a small entity with only a
few essential staff members. Initially, salaries and wages are determined by the
entrepreneurs who have taken the risk to start the business. As for the rest of the
organization, as strapped as any start-up is for cash, they will pay salaries at a
sufficient level to attract the employees that they want and thy will pay based on
their experiences, intuition, negotiation skills, and ability to pay. As the
organization establishes itself in the marketplace, functions will be formally
established and systems developed to support the growing organization.
• A job description may be required for a new position that a line manager
wishes to fill. Recruitments needs a job description to start the process and
/ or the position needs to be priced.
• A supervisor wishes to promote an employee and seeks our advise
regarding title and amount of increase.
• An employee is annoyed that he isn’t receiving overtime pay.
• A group of employees has complained to their supervisor that they are
being paid less that their colleagues in the market place.
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• A senior manager complains that the organization is not attracting the best
employees.
• A salary increase recommendation is submitted for an employee whose
title appears to be quite high for his current salary level.
Planning for the future
To build an inventory of job descriptions, starts the process of compiling a
“complete” set of job descriptions there are three approaches to consider:
• Hiring outside support. This can include either a consultant, a pert time
employee, or a student intern.
• Creating an in house project team. This option can create an opportunity
for the organization to increase the number of staff members possessing
job description skills and to develop standardized job descriptions
throughout the organization in “one fell swoop” while gaining a greater
organizational buy in for this laborious process.
• Doing it your self. this is a golden opportunity to get to know a lot of
people throughout the organization, but the task may be arduous, if not
impossible to complete. This first effort is tough enough, but to maintain
the inventory of job descriptions and keep them current is an even more
formidable task in all but the smallest and most static organizations.
From the information gathered from job descriptions, pay policy review,
the review work sheet, and discussions with senior management, we can now
begin developing a set of wage and salary administration policies and procedures.
On the other hand, the committee might become a bottleneck that could
delay actions and set up barriers to sound wage and salary decisions. It all
depends on the values of the organization and the skills of the people serving on
the committee.
While the use of job descriptions can create problems- they can be too
limiting and they create a lot of paper work- the advantages far outweigh the
disadvantages. Some of the advantages are :
• Helps to define the job for recruiting, performance planning, pay,
transfer, promotion, training, staff planning and career purposes.
• Uses a standard format that allows for consistent application.
• Gives employees a definition of their job in writing.
• Provides a reliable source when comparing salary surveys in other
organization.
• Helps organizations to move swiftly to increase or replace staff due to
increased business or turn over.
• Helps those responsible for work flow to perform a systematic analysis
of each organization’s work process from start to finish.
the job evaluation process determines the relative worth of each position (job) in
the organization by establishing a hierarchy of positions. This is essential to
determine the price the organization is willing to pay for each of the postions that
it fills. There are two approaches to evaluating jobs, quantitative and qualitative.
Ranking Process:
1. determine jobs and units to be included.
2. conduct job analysis and prepare job description.
3. select evaluators.
4. define contribution /value
5. rank either by alternate listing or paired comparison
6. merge unit rankings
classification process:
1. determine jobs and units to be included.
2. conduct job analysis and prepare job description.
3. select evaluators.
4. define classes
5. identify and establish benchmark jobs in the structure.
6. apply system to all other (non benchmark ) jobs.
Market pricing process:
1. determine jobs and units to be included.
2. conduct job analysis and prepare job descriptions.
3. select benchmark (key) jobs to enable comparisons.
4. identify organizations to inititate surveys with.
5. identify off the shelf surveys that will provide relevant pricing for
comparable jobs.
6. conduct the surveys.
7. perform an analysis of results.
8. apply the scale to all other jobs.
QUALITATIVE MEHTODS:
determine the actual pay rate for each job. It is a range and not a specific price
to allow for contingencies and the particular characteristics of each of the
persons occupying each job.
Q. No. 02
Job analysis is an activity that is required not only to perform all the
activities of wage and Salary administration effectively but also for a
variety of other organizational needs. There are three major steps in
the job analysis process namely planning the process, collecting data
and documenting the findings explain each in detail ?
Ans: there are three major steps in the job analysis process.
1. planning the process.
2. collecting the data
3. documenting the findings
in preparing for the job analysis process, there are a number of questions we
must answer:-
Scales are the frame of reference used in this approach to indicate the degree
of an incumbent’s involvement with things, data, and people and the scales are
based on the premise that:
A task orientation:
In this approach, the emphasis is on the tasks to be performed rather than
the title assigned to the job titles are considered unreliable. From research it was
determined that the same tasks showed up repeatedly in different jobs and task
elements could therefore be determined to be the basis for job relation ships. The
tasks were then presented in a cause and effect relationship.
The PAQ has been described as an attempt to identify six job dimensions:
• Information sources critical to job performance.
• Information processing and decision making critical to job performance.
• Physical activity and dexterity required by the job.
• Physical working conditions and the reactions of individuals to the
conditions.
• Other characteristics such as work schedule and work responsibility.
COLLECTING DATA FOR THE JOB ANALYSIS PROGRAM
Collecting information about a job is the second key step in the job analysis
process. Information concerning jobs may be obtained from incumbents,
supervisors, and other management employees in the same unit or department.
These sources of information my be referred to as “job content experts”.
Tools such as questionnaires, interviews, and observation are used to facilitate
the data collection process.
How to select job content Experts:
The selection of job content experts depends on a number of considerations. It is
clearly preferable to obtain information fro mal lthe incumbents, their
supervisors. However, there may not be sufficient time and resources to do this.
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Questionnaires
The questionnaire provides a systematic and structured tool for collecting
information about a job. Before designing the questionnaire the wage and salary
professional should speak with the job content experts and observe some
examples of tasks performed on the job to obtain pertinent information.
Some examples of questions that incumbents may be asked are:
• What activities take up most of your work day? Describe each one briefly?
• How do you decide which task has to performed first?
• What steps do you take to complete…?
• What responsibilities do you have?
Interviews:
We may conduct face to face interviews in lie of the questionnaire to
collect information about jobs. The type of questions we choose for the
questionnaire may provide the “script” for an interview.
Observations:
Direct observations can generate information that would ordinarily be
difficult to obtain through questionnaires or interviews, and they offer a number
of advantages. They enable us to determine the amount of time spent to perform
an activity, the frequency of an activity’s occurrence, the context of the job, and
the interactions between the incumbent and other individuals. In addition,
observation may be he only effective way to understand the operation of
equipment or the process involved in a complex technical task. However, if
observation is only method used for collecting job data, it may be a very time
consuming and expensive method, especially if there are several jobs to be
analyzed in a short period of time.
have high frequency and critically and eliminate those with relatively low
frequency and critically.
Q. No. 03:
Answer:
Definition:
• duties,
• responsibilities,
• most important contributions and outcomes needed from a position,
• required qualifications of candidates, and
• reporting relationship and coworkers of a particular job.
• 1 Purpose
• 2 Possible job description items
o 2.1 Job title
o 2.2 Job duties
o 2.3 Roles and responsibilities
o 2.4 Job specifications or qualifications
o 2.5 Key role interactions
Job duties
Department
Operations
Reports to
Building Services Supervisor
Overall responsibility
Supervise mailroom staff and interface with all levels of management regarding
mail and supply deliveries
Consults with
Term of employment
12 months
Qualifications
Tips:
Although it has been completed for a Project Management role, you can use this
template to write a Job Description for any role within an organization.
To help us complete these tasks, this template will provide you with:
Q. No. 04
Executive · Officers for review and approval. Justification of the budget request
may be required in writing. In most cases, the manager talks with their
administrative officers about budget requirements. Adjustments to the budget
submission may be required as a result of this phase in the process
July/August
Step 1: Planning the Process Executive Director meets with financial staff and
finance committee to plan budgeting process and set timelines. Budget worksheet
and template formats updated.
September
Step 2: Communicating about the Process Staff meeting held to communicate
process, responsibilities and deadlines to all participants. Report made to board
about process, timelines and assumptions.
Step 3: Programmatic Goal Setting Board and committees review strategic goals
and identify priorities; Staff meet within programs/departments to brainstorm
and plan for programmatic goals for next year.
September/October
Step 4: Information Gathering Managers draft program or department budgets
based on plans and assumptions.
November
Step 5: Compilation and Revision Designated coordinator compiles information
to prepare an initial organizational budget draft. Managers review and revise
initial draft.
Step 6: Committee Review Finance committee meets to review budget draft and
assumptions and make recommendations.
December
Step 7: Final Approval Board meeting held and budget proposal and
programmatic and fundraising assumptions are presented for approval.
December/January
• Have the finance committee or treasurer present the budget proposal to the
board.
• Review actual income and expense compared to the budget on a monthly basis;
• Update and revise the budget as there are changes during the year. Depending
on the significance of changes, the board may need to approve revisions.
A BUDGET TIMELINE
Squeezing the lofty goals of the accompanying article into the reality of local
budget writing is the worthwhile challenge that faces local officials every day. To
help you, Manchester Manager Jeff Wilson shares below his town’s schedule for
budget preparation. Manchester is on a July 1 fiscal year; towns that are on a
calendar fiscal year, or who have a different town meeting date, may need to
adjust it to suit their needs.
An inclusive process
The second guiding principle of budgeting is that to be accurate,
effective, and uniting, the budgeting process must be inclusive.
Staff will feel accountable to a plan they helped develop.
Q. No. 05
Contents
• 1 Aims
• 2 Methods
• 3 Criticism
• 4 See also
• 5 References
• 6 Sources
• 7 External links
Aims
Methods
The most popular methods used in the performance appraisal process include the
following:
• Management by objectives
• 360-degree appraisal
• Behavioral observation scale
• Behaviorally anchored rating scales
2) Trait-based systems, because they are vague, are more easily influenced by
office politics, causing them to be less reliable as a source of information on an
employee's true performance. The vagueness of these instruments allows
managers to fill them out based on who they want to/feel should get a raise,
rather than basing scores on specific behaviors employees should/should not be
engaging in. These systems are also more likely to leave a company open to
discrimination claims because a manager can make biased decisions without
having to back them up with specific behavioral information.
Criticism
Performance appraisals are an instrument for social control. They are annual
discussions, avoided more often than held, in which one adult identifies for
another adult three improvement areas to work on over the next twelve months.
You can soften them all you want, call them development discussions, have them
on a regular basis, have the subordinate identify the improvement areas instead
of the boss, and discuss values. None of this changes the basic transaction... If the
intent of the appraisal is learning, it is not going to happen when the context of
the dialogue is evaluation and judgment.
Benefits of Appraisal
Perhaps the most significant benefit of appraisal is that, in the rush and bustle of
daily working life, it offers a rare chance for a supervisor and subordinate to have
"time out" for a one-on-one discussion of important work issues that might not
otherwise be addressed.
For many employees, an "official" appraisal interview may be the only time they
get to have exclusive, uninterrupted access to their supervisor. Said one employee
of a large organization after his first formal performance appraisal, "In twenty
years of work, that's the first time anyone has ever bothered to sit down and tell
me how I'm doing."
The value of this intense and purposeful interaction between a supervisors and
subordinate should not be underestimated.
The strength and prevalence of this natural human desire for individual
recognition should not be overlooked. Absenteeism and turnover rates in some
organizations might be greatly reduced if more attention were paid to it. Regular
performance appraisal, at least, is a good start.
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Performance appraisal can make the need for training more pressing and
relevant by linking it clearly to performance outcomes and future career
aspirations.
From the point of view of the organization as a whole, consolidated appraisal data
can form a picture of the overall demand for training. This data may be analysed
by variables such as sex, department, etc. In this respect, performance appraisal
can provide a regular and efficient training needs audit for the entire
organization.
Employee Evaluation
Though often understated or even denied, evaluation is a legitimate and major
objective of performance appraisal.
But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since
evaluative and developmental priorities appear to frequently clash. Yet at its most
basic level, performance appraisal is the process of examining and evaluating the
performance of an individual.
Though organizations have a clear right - some would say a duty - to conduct
such evaluations of performance, many still recoil from the idea. To them, the
explicit process of judgment can be dehumanizing and demoralizing and a source
of anxiety and distress to employees.
It is been said by some that appraisal cannot serve the needs of evaluation and
development at the same time; it must be one or the other.
But there may be an acceptable middle ground, where the need to evaluate
employees objectively, and the need to encourage and develop them, can be
balanced.
Workforce Diversity
One of our greatest strengths is the diversity of our workforce, with men and
women of many nationalities and backgrounds working together and sharing
common objectives. Schlumberger does not have a 'nationality' which describes
its culture, but operates in a truly global fashion throughout the world. As a
company, we encourage fair employment practices worldwide and offer equal
opportunities to all our employees. We also try to take family considerations into
account in any decisions about personnel matters or assignments.
Our customers, suppliers and shareholders are increasingly global and diverse.
They expect us to understand, respond and deliver services that meet their
unique expectations.
We must attract and retain top performers worldwide from the full depth of the
talent pool and address the evolving needs of our workforce in terms of quality of
life and dual career expectations. By creating a variety of perspectives—gender
and culture—that stimulate productive creativity and innovation—we maintain
our competitive edge.
Three prerequisites upon which we will proceed with our diversity efforts: