Enviar pesquisa
Carregar
Module 6 comepensation !
•
3 gostaram
•
3,932 visualizações
Binty Agarwal
Seguir
Negócios
Tecnologia
Denunciar
Compartilhar
Denunciar
Compartilhar
1 de 46
Baixar agora
Baixar para ler offline
Recomendados
Unit- 6. Gathering performance information
Unit- 6. Gathering performance information
Preeti Bhaskar
Esop presentation
Esop presentation
Priyanka Jadhav
Broadbanding
Broadbanding
Dr. Saswat Barpanda
Gathering performance information
Gathering performance information
Zeba Khan
Payment of Bonus act
Payment of Bonus act
Onkar Satam
Cafeteria compen
Cafeteria compen
Ajay Pandey
Compensation Management and Job Evaluation
Compensation Management and Job Evaluation
Riddhima Kartik
Unit- 4. Defining Performance and choosing Management approach
Unit- 4. Defining Performance and choosing Management approach
Preeti Bhaskar
Recomendados
Unit- 6. Gathering performance information
Unit- 6. Gathering performance information
Preeti Bhaskar
Esop presentation
Esop presentation
Priyanka Jadhav
Broadbanding
Broadbanding
Dr. Saswat Barpanda
Gathering performance information
Gathering performance information
Zeba Khan
Payment of Bonus act
Payment of Bonus act
Onkar Satam
Cafeteria compen
Cafeteria compen
Ajay Pandey
Compensation Management and Job Evaluation
Compensation Management and Job Evaluation
Riddhima Kartik
Unit- 4. Defining Performance and choosing Management approach
Unit- 4. Defining Performance and choosing Management approach
Preeti Bhaskar
Recruiting yield ratios
Recruiting yield ratios
Preeti Bhaskar
Compensation management
Compensation management
Kamal Subedi
Code on wages act,2019
Code on wages act,2019
Lakshmipriya Nagarajan
Eva And Compensation Management System At Tata Consultancy
Eva And Compensation Management System At Tata Consultancy
tanmayjauhary
Employee Stock Ownership Plan Or ESOP - Muds Management
Employee Stock Ownership Plan Or ESOP - Muds Management
MUDS Management & Strategic Services
Broadbanding
Broadbanding
shyamasundar Tripathy
Unit- 9. Performance Management skill
Unit- 9. Performance Management skill
Preeti Bhaskar
Recruitment sources in hrp
Recruitment sources in hrp
Himabindu Mangiri
Assessment Centre
Assessment Centre
Susovita Subudhi
Executive compensation
Executive compensation
shyamasundar Tripathy
Employee Salary Break Up PowerPoint Presentation Slides
Employee Salary Break Up PowerPoint Presentation Slides
SlideTeam
Competency mapping
Competency mapping
ruchidalal
Compensation Management
Compensation Management
Ajay Khot
Pay commission and their role in wage revision in india
Pay commission and their role in wage revision in india
jpbbk
ESOPs: A new genes under Companies Act 2013
ESOPs: A new genes under Companies Act 2013
Corporate Professionals
Line and staff aspects of hrm
Line and staff aspects of hrm
Dr. Syed Kashan Ali Shah
Employee Stock Option Plan under Indian Law
Employee Stock Option Plan under Indian Law
ParamdeepSinghMTung
e-Recruitment & Selection
e-Recruitment & Selection
Dimitrios Kordas
Components of employee benefits
Components of employee benefits
Al-Qurmoshi Institute of Business Management, Hyderabad
Auditing the HR function
Auditing the HR function
Sorab Sadri
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Al-Qurmoshi Institute of Business Management, Hyderabad
Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions
Al-Qurmoshi Institute of Business Management, Hyderabad
Mais conteúdo relacionado
Mais procurados
Recruiting yield ratios
Recruiting yield ratios
Preeti Bhaskar
Compensation management
Compensation management
Kamal Subedi
Code on wages act,2019
Code on wages act,2019
Lakshmipriya Nagarajan
Eva And Compensation Management System At Tata Consultancy
Eva And Compensation Management System At Tata Consultancy
tanmayjauhary
Employee Stock Ownership Plan Or ESOP - Muds Management
Employee Stock Ownership Plan Or ESOP - Muds Management
MUDS Management & Strategic Services
Broadbanding
Broadbanding
shyamasundar Tripathy
Unit- 9. Performance Management skill
Unit- 9. Performance Management skill
Preeti Bhaskar
Recruitment sources in hrp
Recruitment sources in hrp
Himabindu Mangiri
Assessment Centre
Assessment Centre
Susovita Subudhi
Executive compensation
Executive compensation
shyamasundar Tripathy
Employee Salary Break Up PowerPoint Presentation Slides
Employee Salary Break Up PowerPoint Presentation Slides
SlideTeam
Competency mapping
Competency mapping
ruchidalal
Compensation Management
Compensation Management
Ajay Khot
Pay commission and their role in wage revision in india
Pay commission and their role in wage revision in india
jpbbk
ESOPs: A new genes under Companies Act 2013
ESOPs: A new genes under Companies Act 2013
Corporate Professionals
Line and staff aspects of hrm
Line and staff aspects of hrm
Dr. Syed Kashan Ali Shah
Employee Stock Option Plan under Indian Law
Employee Stock Option Plan under Indian Law
ParamdeepSinghMTung
e-Recruitment & Selection
e-Recruitment & Selection
Dimitrios Kordas
Components of employee benefits
Components of employee benefits
Al-Qurmoshi Institute of Business Management, Hyderabad
Auditing the HR function
Auditing the HR function
Sorab Sadri
Mais procurados
(20)
Recruiting yield ratios
Recruiting yield ratios
Compensation management
Compensation management
Code on wages act,2019
Code on wages act,2019
Eva And Compensation Management System At Tata Consultancy
Eva And Compensation Management System At Tata Consultancy
Employee Stock Ownership Plan Or ESOP - Muds Management
Employee Stock Ownership Plan Or ESOP - Muds Management
Broadbanding
Broadbanding
Unit- 9. Performance Management skill
Unit- 9. Performance Management skill
Recruitment sources in hrp
Recruitment sources in hrp
Assessment Centre
Assessment Centre
Executive compensation
Executive compensation
Employee Salary Break Up PowerPoint Presentation Slides
Employee Salary Break Up PowerPoint Presentation Slides
Competency mapping
Competency mapping
Compensation Management
Compensation Management
Pay commission and their role in wage revision in india
Pay commission and their role in wage revision in india
ESOPs: A new genes under Companies Act 2013
ESOPs: A new genes under Companies Act 2013
Line and staff aspects of hrm
Line and staff aspects of hrm
Employee Stock Option Plan under Indian Law
Employee Stock Option Plan under Indian Law
e-Recruitment & Selection
e-Recruitment & Selection
Components of employee benefits
Components of employee benefits
Auditing the HR function
Auditing the HR function
Destaque
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Al-Qurmoshi Institute of Business Management, Hyderabad
Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions
Al-Qurmoshi Institute of Business Management, Hyderabad
Compensation dimensions
Compensation dimensions
Al-Qurmoshi Institute of Business Management, Hyderabad
Compensation {pp t
Compensation {pp t
Chandan Raj
Emerging trends of compensation management
Emerging trends of compensation management
Dr. Saswat Barpanda
3 p compensation concept
3 p compensation concept
Al-Qurmoshi Institute of Business Management, Hyderabad
Role of compensation in organisation
Role of compensation in organisation
Al-Qurmoshi Institute of Business Management, Hyderabad
Human resource managment
Human resource managment
Zahid Hossain
Pay structure: Grades & Ranges
Pay structure: Grades & Ranges
PayScale, Inc.
Chapter 5 international compensation
Chapter 5 international compensation
Preeti Bhaskar
International Human Resource Managment
International Human Resource Managment
binotrisha
New trends in compensation management
New trends in compensation management
Al-Qurmoshi Institute of Business Management, Hyderabad
Destaque
(12)
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions
Compensation dimensions
Compensation dimensions
Compensation {pp t
Compensation {pp t
Emerging trends of compensation management
Emerging trends of compensation management
3 p compensation concept
3 p compensation concept
Role of compensation in organisation
Role of compensation in organisation
Human resource managment
Human resource managment
Pay structure: Grades & Ranges
Pay structure: Grades & Ranges
Chapter 5 international compensation
Chapter 5 international compensation
International Human Resource Managment
International Human Resource Managment
New trends in compensation management
New trends in compensation management
Semelhante a Module 6 comepensation !
Compensation managment Mix and pay levels.pdf
Compensation managment Mix and pay levels.pdf
Nano281608
Module 6 of compenssation !!!(1)
Module 6 of compenssation !!!(1)
Binty Agarwal
Module 6 of compenssation !!!
Module 6 of compenssation !!!
Binty Agarwal
Chap009 MIS
Chap009 MIS
AMIT ROY
Chpt07
Chpt07
Mahadi Hasan Anonto
Chpt07
Chpt07
Mahadi Hasan Anonto
Chpt07
Chpt07
Awais Idrees
Chpt07
Chpt07
Arman Hassani
Management Chpt07
Management Chpt07
Mahadi Hasan Anonto
Merecik
Merecik
Mohd Izrul Abdullah
Webinar Deck: GICs vs. Service Providers: Who is Winning?
Webinar Deck: GICs vs. Service Providers: Who is Winning?
Everest Group
IAF605 week 9 chapter 12 country evaluation and selection
IAF605 week 9 chapter 12 country evaluation and selection
IAF605
Crafting and Implementing Strategy Plan
Crafting and Implementing Strategy Plan
soenarto soendjaja
Slideshare
Slideshare
jtrautmann
Chapter 08 MKT120 STP
Chapter 08 MKT120 STP
Deborah Oronzio
Bab 5 slides_tinjauan_amalan_bayaran_semester_a111
Bab 5 slides_tinjauan_amalan_bayaran_semester_a111
Zilafeeq Shafilla
Streamlining the Quota Process for a World-Class Sales Organization
Streamlining the Quota Process for a World-Class Sales Organization
Callidus Software
Barringer Entrepreneurship chapter 04
Barringer Entrepreneurship chapter 04
MalikJamshaid1
No Cost Product Training
No Cost Product Training
Silicon Valley ProductCamp
Week #4 chapter #6
Week #4 chapter #6
Sudharshan Gm
Semelhante a Module 6 comepensation !
(20)
Compensation managment Mix and pay levels.pdf
Compensation managment Mix and pay levels.pdf
Module 6 of compenssation !!!(1)
Module 6 of compenssation !!!(1)
Module 6 of compenssation !!!
Module 6 of compenssation !!!
Chap009 MIS
Chap009 MIS
Chpt07
Chpt07
Chpt07
Chpt07
Chpt07
Chpt07
Chpt07
Chpt07
Management Chpt07
Management Chpt07
Merecik
Merecik
Webinar Deck: GICs vs. Service Providers: Who is Winning?
Webinar Deck: GICs vs. Service Providers: Who is Winning?
IAF605 week 9 chapter 12 country evaluation and selection
IAF605 week 9 chapter 12 country evaluation and selection
Crafting and Implementing Strategy Plan
Crafting and Implementing Strategy Plan
Slideshare
Slideshare
Chapter 08 MKT120 STP
Chapter 08 MKT120 STP
Bab 5 slides_tinjauan_amalan_bayaran_semester_a111
Bab 5 slides_tinjauan_amalan_bayaran_semester_a111
Streamlining the Quota Process for a World-Class Sales Organization
Streamlining the Quota Process for a World-Class Sales Organization
Barringer Entrepreneurship chapter 04
Barringer Entrepreneurship chapter 04
No Cost Product Training
No Cost Product Training
Week #4 chapter #6
Week #4 chapter #6
Mais de Binty Agarwal
Module 6 comepensation !!!!!!
Module 6 comepensation !!!!!!
Binty Agarwal
Methods of data collection
Methods of data collection
Binty Agarwal
Malhotra04....
Malhotra04....
Binty Agarwal
Malhotra03.....
Malhotra03.....
Binty Agarwal
Malhotra02.....
Malhotra02.....
Binty Agarwal
Malhotra01.....
Malhotra01.....
Binty Agarwal
Hypothesis
Hypothesis
Binty Agarwal
Im ppts
Im ppts
Binty Agarwal
eprg link
eprg link
Binty Agarwal
Global
Global
Binty Agarwal
Final im ppt !!!
Final im ppt !!!
Binty Agarwal
Spanish Ejercicio ser, adjetivos
Spanish Ejercicio ser, adjetivos
Binty Agarwal
Exim po...
Exim po...
Binty Agarwal
Exim po...(1)
Exim po...(1)
Binty Agarwal
Europe (team full)
Europe (team full)
Binty Agarwal
Distribution and logistics mcim
Distribution and logistics mcim
Binty Agarwal
Bcg&ge
Bcg&ge
Binty Agarwal
The concept of export promotion
The concept of export promotion
Binty Agarwal
Wage theory !!! mod 1
Wage theory !!! mod 1
Binty Agarwal
Module 1 (3rd part)
Module 1 (3rd part)
Binty Agarwal
Mais de Binty Agarwal
(20)
Module 6 comepensation !!!!!!
Module 6 comepensation !!!!!!
Methods of data collection
Methods of data collection
Malhotra04....
Malhotra04....
Malhotra03.....
Malhotra03.....
Malhotra02.....
Malhotra02.....
Malhotra01.....
Malhotra01.....
Hypothesis
Hypothesis
Im ppts
Im ppts
eprg link
eprg link
Global
Global
Final im ppt !!!
Final im ppt !!!
Spanish Ejercicio ser, adjetivos
Spanish Ejercicio ser, adjetivos
Exim po...
Exim po...
Exim po...(1)
Exim po...(1)
Europe (team full)
Europe (team full)
Distribution and logistics mcim
Distribution and logistics mcim
Bcg&ge
Bcg&ge
The concept of export promotion
The concept of export promotion
Wage theory !!! mod 1
Wage theory !!! mod 1
Module 1 (3rd part)
Module 1 (3rd part)
Último
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Dave Litwiller
0183760ssssssssssssssssssssssssssss00101011 (27).pdf
0183760ssssssssssssssssssssssssssss00101011 (27).pdf
Renandantas16
Monte Carlo simulation : Simulation using MCSM
Monte Carlo simulation : Simulation using MCSM
Ravindra Nath Shukla
It will be International Nurses' Day on 12 May
It will be International Nurses' Day on 12 May
NZSG
A305_A2_file_Batkhuu progress report.pdf
A305_A2_file_Batkhuu progress report.pdf
tbatkhuu1
Cracking the Cultural Competence Code.pptx
Cracking the Cultural Competence Code.pptx
Workforce Group
Forklift Operations: Safety through Cartoons
Forklift Operations: Safety through Cartoons
Forklift Trucks in Minnesota
Event mailer assignment progress report .pdf
Event mailer assignment progress report .pdf
tbatkhuu1
Progress Report - Oracle Database Analyst Summit
Progress Report - Oracle Database Analyst Summit
Holger Mueller
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Dipal Arora
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Delhi Call girls
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
Abortion pills in Kuwait Cytotec pills in Kuwait
M.C Lodges -- Guest House in Jhang.
M.C Lodges -- Guest House in Jhang.
Aaiza Hassan
Unlocking the Secrets of Affiliate Marketing.pdf
Unlocking the Secrets of Affiliate Marketing.pdf
Online Income Engine
Creating Low-Code Loan Applications using the Trisotech Mortgage Feature Set
Creating Low-Code Loan Applications using the Trisotech Mortgage Feature Set
Denis Gagné
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
priyanshujha201
Call Girls In Holiday Inn Express Gurugram➥99902@11544 ( Best price)100% Genu...
Call Girls In Holiday Inn Express Gurugram➥99902@11544 ( Best price)100% Genu...
lizamodels9
Monthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptx
Andy Lambert
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
Any kyc Account
Mondelez State of Snacking and Future Trends 2023
Mondelez State of Snacking and Future Trends 2023
Neil Kimberley
Último
(20)
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
0183760ssssssssssssssssssssssssssss00101011 (27).pdf
0183760ssssssssssssssssssssssssssss00101011 (27).pdf
Monte Carlo simulation : Simulation using MCSM
Monte Carlo simulation : Simulation using MCSM
It will be International Nurses' Day on 12 May
It will be International Nurses' Day on 12 May
A305_A2_file_Batkhuu progress report.pdf
A305_A2_file_Batkhuu progress report.pdf
Cracking the Cultural Competence Code.pptx
Cracking the Cultural Competence Code.pptx
Forklift Operations: Safety through Cartoons
Forklift Operations: Safety through Cartoons
Event mailer assignment progress report .pdf
Event mailer assignment progress report .pdf
Progress Report - Oracle Database Analyst Summit
Progress Report - Oracle Database Analyst Summit
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
M.C Lodges -- Guest House in Jhang.
M.C Lodges -- Guest House in Jhang.
Unlocking the Secrets of Affiliate Marketing.pdf
Unlocking the Secrets of Affiliate Marketing.pdf
Creating Low-Code Loan Applications using the Trisotech Mortgage Feature Set
Creating Low-Code Loan Applications using the Trisotech Mortgage Feature Set
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
Call Girls In Holiday Inn Express Gurugram➥99902@11544 ( Best price)100% Genu...
Call Girls In Holiday Inn Express Gurugram➥99902@11544 ( Best price)100% Genu...
Monthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptx
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
Mondelez State of Snacking and Future Trends 2023
Mondelez State of Snacking and Future Trends 2023
Module 6 comepensation !
1.
8-1 Chap r
te 8 Designing Pay Levels, Mix and Pay Structures McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
2.
8-2
Learning Objectives After studying Chapter 8, students should be able to: 1. Explain all of the steps in designing and administering a pay survey. 2. Discuss the importance of defining the external relevant labor market in a pay survey. 3. Explain how the market pay line combines internal job structure with external wage rates. 4. Discuss the use of pay grades and ranges and their relationship to internal alignment and external competitiveness. 5. Discuss broad banding as a flexible alternative to pay grades and ranges. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
3.
8-3
Determining Externally Competitive Pay Levels and Structures External competitiveness: Define Conduct Draw Merge Competitive Set Policy Policy Internal & Pay Levels, Pay relationships Market Survey among Lines External Mix and organizations Pressures Structures Some Major Decisions in Pay Level Determination Some Major Decisions in Pay Level Determination ! Determine pay level policy ! Determine pay level policy ! Define purpose of survey ! Define purpose of survey ! Define relevant labor market ! Define relevant labor market ! Design and conduct survey ! Design and conduct survey ! Interpret and apply results ! Interpret and apply results ! Design grades and ranges or bands ! Design grades and ranges or bands McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
4.
8-4
Salary Survey ! A survey is the systematic process of collecting and making judgments about the compensation paid by other employers. ! Surveys provide the data for setting the pay policy relative to competition and translating that policy into pay levels and structures. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
5.
8-5
Set Competitive Pay Policy !Adjust Pay Level – How Much to Pay? !Adjust Pay Mix – What Forms? !Adjust Pay Structure? !Special Situations !Estimate Competitors’ Labor Costs McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
6.
8-6 Define Relevant
Market Competitors ! Employers who compete for the same occupations or skills required. ! Employers who compete for employees within the same geographic area. ! Employers who compete with the same products and services. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
7.
8-7
Relevant Labor Markets by Geographic and Employee Groups Geographic Production Office and Technicians Scientists Managerial Executive Scope Clerical & Professional Engineers Local: Within Most likely Most likely Most likely relatively small areas such as cities or MSAs Regional: Only if in Only if in Most likely Likely Most likely Within a short supply short particular area or critical supply or of the state or critical several states National: Most likely Most likely Most likely Across the country International: Only for Only for Sometimes Across several critical skills critical skills countries or those in or those in very short very short supply supply McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
8.
8-8
Design the Survey ! Who should be involved in the survey design? ! How many employers should be included? ! Which jobs should be included? ! What information to collect? McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
9.
8-9
Which Jobs to Include? Benchmark Jobs Approach Low - High Approach Global Approach Benchmark Conversion Approach Market Basket Approach McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
10.
8 - 10
Characteristics of Benchmark Jobs ! The contents are well-known, relatively stable, and agreed upon by the employees involved ! The supply and demand for these jobs are relatively stable and not subject to recent shifts ! They represent the entire job structure under study ! A majority of the workforce is employed in these jobs McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
11.
8 - 11
Which Market Jobs Match Which Company Jobs? ! Any match between an organization’s jobs and survey jobs must be done on job content rather than on the basis of job title only. ! Apply your job evaluation system to the survey job descriptions. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
12.
8 - 12
Data Elements to Consider for Surveys ! Nature of the Organization ! Financial performance ! Size ! Structure ! Nature of Total Compensation System ! Cash forms used ! Non-cash forms used ! Incumbent and Job ! Date ! Job ! Individual ! Pay McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
13.
8 - 13
Advantages and Disadvantages of Measures of Compensation Base Pay Tells how competitors are Fails to include performance incentives and valuing the work in similar other forms, so will not give true picture if jobs competitors offer low base but high incentives Total Cash Tells how competitors are All employees may not receive incentives, (base + bonus) valuing work; also tells the so it may overstate the competitors’ pay; cash pay for performance plus, it does not include long-term opportunity in the job. incentives. Total Tells the total value All employees may not receive all the Compensation competitors place on this forms. Be careful; don’t set base equal to (base + bonus + work competitors’ total compensation. Risks stock options + high fixed costs. benefits) McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14.
8 - 14
Analyzing Survey Data (1 of 2) ! No single best approach ! Check accuracy of data ! Two pieces of data on each benchmark: Survey data - dollars Our own data - job evaluation points ! Scatterplot shows relationships McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
15.
8 - 15
Analyzing Survey Data (2 of 2) ! Frequency distribution organizes data ! Measures of central tendency averages or means weighted means medians ! Measures of distribution, or dispersion standard deviation percentiles and quartiles range spread McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
16.
8 - 16
Combine Job Evaluation and Market Survey Data (1 of 2) ! Scatterplots: for each benchmark job there is a distribution of wages paid by survey companies. ! Each of these distributions has means, ranges, etc... ! Scatterplots are useful to see what the data look like. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
17.
8 - 17
Scatterplot 7 6 survey monthly 5 salary ($000) 4 PAY 3 2 1 80 120 160 200 240 280 320 360 Our Job Evaluation Points McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
18.
8 - 18
Combine Job Evaluation and Market Survey Data (2 of 2) ! Summarize the data further by fitting a linear curve to it. ! Can “eyeball” data, use midpoints, or other mathematical approaches. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
19.
8 - 19 Scatterplot
with Linear Curve 7 6 survey monthly 5 salary ($000) 4 PAY 3 2 Line of Best Fit 1 80 120 160 200 240 280 320 360 Our Job Evaluation Points McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
20.
8 - 20
Adjust The Data to Reflect Organization’s Pay Policy (1 of 3) Lead the Market: ! pay level should be above the market for the year and equal at year end ! update factor will be equal to the projected market increase McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
21.
8 - 21
Adjust The Data to Reflect Organization’s Pay Policy (2 of 3) Match the Market: ! pay level will be above the market for the first half of the year and below for the second half ! update factor will be half of the projected market increase McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
22.
8 - 22
Adjust The Data to Reflect Organization’s Pay Policy (3 of 3) Lag the Market: ! pay level should be below the market for the entire year ! no adjustment will be made to account for the projected market increase McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
23.
8 - 23
Least Squares Method ! The equation for a straight line will be used, since most pay distributions approximate a straight line. ! This equation is: Y = a + bX where Y = actual pay rate (from survey data) X = evaluated points for org’n jobs a = Y intercept when X is zero b = slope of line of best fit McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
24.
8 - 24
Developing a Pay Policy Line 7 survey 6 monthly 5 salary ($000) 4 PAY 3 Line of Best Fit : using market-survey data 2 (updated and aged to reflect 1 pay policy) 80 120 160 200 240 280 320 360 Our Job Evaluation Points McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
25.
8 - 25
Why Bother with Ranges? ! External Pressures: a. Quality variations (KSAs) among individuals in the external market b. Recognition of differences in the productivity-related value to employers of these quality variations ! Internal Pressures: a. The intention to recognize individual performance variations with pay b. Employees’ expectations that their pay will increase over time McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
26.
8 - 26
Constructing Ranges: Develop Grades (1 of 2) ! A grade is a horizontal grouping of different jobs that are considered substantially equal for pay purposes. ! Grades enhance an organization’s ability to move people among jobs within a grade with no change in pay. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
27.
8 - 27
Constructing Ranges: Develop Grades (2 of 2) ! The objective is for all the jobs that are similar for pay purposes to be placed within the same grade. ! How many pay grades? a. number of jobs b. organization hierarchy c. reporting relationships McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
28.
8 - 28
Constructing Ranges: Establishing Midpoint, Minimum, and Maximum ! Pay ranges refer to the vertical dimension of the pay structure. ! Each pay grade will have associated with it a pay range consisting of a midpoint and a specified minimum and maximum. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
29.
8 - 29
Constructing Ranges: Establishing Midpoint, Minimum, and Maximum ! Midpoints correspond to the competitive pay policy ! The point where the pay policy line crosses each grade becomes the midpoint of the pay range for that grade ! Midpoints are the control point of the range ! The midpoint represents base pay for a seasoned employee McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
30.
8 - 30
Constructing Ranges: Establishing Midpoint, Minimum, and Maximum ! The midpoint can be determined as soon as the pay grade limits are set. ! Find the job evaluation point value in the center of the pay grade. ! Substitute that point value for X in your equation of the pay line ! Solve the equation for Y; this value is the midpoint of the range McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
31.
8 - 31
Constructing Ranges: Establishing Midpoint, Minimum, and Maximum ! Range spread is based on some judgment about how the ranges support career paths, promotions, and other organization systems. ! Range spreads vary between 10 to 150 percent. ! Desired range spread is what makes good sense to the employer McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
32.
8 - 32
Constructing Ranges: Establishing Midpoint, Minimum, and Maximum ! Once the midpoint (based on the pay policy line) and the range spread (based on judgment) are specified, minimums and maximums are calculated. ! Minimum = Midpoint / [1 + (1/2 range spread)] ! Maximum = Minimum + (range spread x minimum) McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
33.
8 - 33
Constructing Ranges: Overlap maximum rate grade A - minimum rate grade B maximum rate grade A - minimum rate grade A McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
34.
8 - 34
PAY GRADE STRUCTURE 8 7 6 our monthly 5 V salary (000) 4 IV PAY 3 III 2 II Pay Policy Line 1 I 100 150 200 250 300 350 Our Job Evaluation Points McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
35.
8 - 35
Broadbanding ! Use of job clusters or tiers of positions into bands ! Purpose is to manage career growth and administer pay ! An alternative to traditional salary grade structures ! Collapses the number of salary ranges within a traditional salary structure into a few broad bands McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
36.
8 - 36
Contrasts Between Ranges and Bands Ranges Support: Bands Support: ! Some flexibility within ! Emphasis on flexibility controls within guidelines ! Relative stable organization ! Global organizations design ! Cross-functional experience ! Recognition via titles or and lateral progression career progression ! Reference market rates, ! Midpoint controls, shadow ranges comparatives ! Controls in budget, few in ! Controls designed into system system ! Give managers “freedom to ! Give managers “freedom manage” pay with guidelines” ! 100 – 400 percent spreads ! To 150 percent range-spread McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
37.
8 - 37
Broadbanding: Example (1 of 2) !A large technology company reduced the number of grade levels for their exempt professional employees from 12 to 3 !The levels were defined as: ! basic, entry-level contributor ! seasoned contributor or team leader ! business unit / team manager or senior professional contributors McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
38.
8 - 38
Broadbanding: Example (2 of 2) ! Within these levels, managers hired and calibrated pay levels based on market information for individuals with similar backgrounds and responsibilities ! Managers given market and charged with the responsibility of making salary adjustments as appropriate to attract, retain, and reward their staff McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
39.
8 - 39
Broadbanding: How many bands to create? (1 of 2) ! Determine the number of distinct levels of employee contributions within the organization that actually add value ! For example: professional positions management positions technical positions clerical positions McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
40.
8 - 40
Broadbanding: How many bands to create (2 of 2) !For example: entry level positions contributor level positions leadership level positions McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
41.
8 - 41
Broadbanding: Placing individual jobs or roles in bands !Example: Basic Proficient Mastery McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
42.
8 - 42
Pay Compression ! Results when wages for those jobs filled from outside the organization are increasing faster than the wages for jobs filled from within the organization ! As pay differentials among jobs become very small, the traditional pay structure becomes compressed ! Compression is an issue in professional work when new graduates command salaries almost equal to those of professionals with 3 - 5 years experience McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
43.
8 - 43
Summary ! Most organizations survey other employers’ pay practices to determine the rates competitors pay. ! An employer using the survey results considers how it wishes to position its total compensation in the market: ! To lead ! To match, or ! To follow competition ! This policy decision may be different for different business units and even for different job groups within a single organization. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
44.
8 - 44
Summary (continued) ! The policy on competitive position is translated into practice by setting pay policy lines. ! They serve as reference points around which pay grades and ranges or bands are designed. ! The use of grades and ranges recognizes both external and internal pressures on pay decisions. ! No single “going rate” for a job exists in the market; ! Instead, an array of rates exists. ! Internally, the use of ranges is consistent with variations in the discretion present in jobs. ! Pay ranges permit employers to value and recognize these differences with pay. McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
45.
8 - 45
Review Questions 1. Which competitive pay policy would you recommend to an employer? Why? Does it depend on circumstances faced by the employer? Which ones? 2. How would you design a survey for setting pay for welders? For financial managers? Do the issues differ? Will the techniques used and the data collected differ? Why or why not? 3. What factors determine the relevant market for a survey? Why is the definition of the relevant market so important? McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
46.
8 - 46
Review Questions (continued) 4. What do surveys have to do with pay discrimination? 5. Contrast pay ranges and grades with bands. Why would you use either? Does their use assist or hinder the achievement of internal alignment? External competitiveness? McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Baixar agora