Escolar Documentos
Profissional Documentos
Cultura Documentos
MU0015
Kritika Rastogi
:
1402011210
:
03469
Q.1 Discuss the contents of Job Evaluation. Describe the process of Job evaluation
Explain the contents of Job Evaluation
Explain the process of Job Evaluation
Answer: Job Evaluation
A job evaluation is a systematic way of determining the value/worth of a job in relation to
other jobs in an organization. It tries to make a systematic comparison between jobs to assess
their relative worth for the purpose of establishing a rational pay structure.
Job evaluation needs to be differentiated from job analysis. Job analysis is a systematic way
of gathering information about a job. Every job evaluation method requires at least some
basic job analysis in order to provide factual information about the jobs concerned. Thus, job
evaluation begins with job analysis and ends at that point where the worth of a job is
ascertained for achieving pay equity between jobs.
The process of job evaluation involves the following steps:
Gaining acceptance - Before undertaking job evaluation, top management must explain the
aims) and uses of the programme to the employees and unions. To elaborate the program
further, oral presentations could be made.
Creating job evaluation committee - It is not possible for a single person to evaluate all the
key jobs in an organization. Usually a job evaluation committee consisting of experienced
employees, union representatives and HR experts is created to set the ball rolling.
Finding the jobs to be evaluated - Every job need not be evaluated. This may be too taxing
and costly. Certain key jobs in each department may be identified.
Analysing and preparing job description - This requires the preparation of a job
description and also an analysis of job needs for successful performance.
Selecting the method of evaluation - The most important method of evaluating the jobs
must be identified now, keeping the job factors as well as organisational demands in mind.
Classifying jobs - The relative worth of various jobs in an organisation may be found out
after arranging jobs in order of importance using criteria such as skill requirements,
experience needed, under which conditions job is performed, type of responsibilities to be
shouldered, degree of supervision needed, the amount of stress caused by the job, etc.
Installing the programme
Once the evaluation process is over and a plan of action is ready, management must explain it
to employees and put it into operation.
Reviewing periodically
In the light of changes in environmental conditions (technology, products, services, etc.) jobs
need to be examined closely. New job descriptions need to be written and the skill needs of
new jobs need to be duly incorporated in the evaluation process.
Q.2 Suppose you are a HR Manager and you are asked to develop an effective Incentive
Scheme for your organization. What are the pre-requisites you will consider while
developing an Effective Incentive Scheme? Discuss the merits of Incentives.
Answer:
The pre-requisites for an Effective Incentive Scheme
Employee incentive programs are useful to sales management for a range of purposes such as
gathering new ideas and ways to improve your business right through to achieving sales
management targets. Where better to get that information from than the 'nuts and bolts' of any
business - your employees. Employee motivation is essential to obtaining relevant, accurate
information.
1. The co-operation of workers in the implementation of an incentive scheme is essential
because the employees somehow devise, if they do not like a scheme, ingenious ways of
evading or sabotaging the plan, often with the tacit connivance of the foreman or supervisor,''
Workers' co-operation may be secured through proper discussion with their representatives.
2. The scheme must be based on scientific work measurement. The standards set must be
realistic and must motivate workers to put in better performance. Workers must be provided
with necessary tools, equipment and materials so as to enable them reach their standards.
3. Indirect workers, such as supervisors, foremen, charge hands, helpers, crane operators,
canteen staff, store keepers, and clerical staff should also be covered by incentive schemes.
4. There should be management commitment to the cost and time necessary to administer
incentive schemes properly, and these must be carefully assessed before embarking on an
incentive programme. There are many situations in which the potential gains are just not
worth the cost and effort involved.
5. There is greater need for planning. Many incentive schemes, started hurriedly, planned
carelessly, and implemented indifferently have failed and have created more problems for the
organisation than they have tried to solve.
The merits of Incentives
Incentive system of wage distribution has following merits to its credit:
Incentive system is a healthy way to strengthen the productive front of the industry.
Employers as well as workers, both are at advantage.
Incentive system reduces the burden of heavy supervision costs. It has been found that
the cases of absenteeism arc comparatively lower than in other systems of wage
payment.
It develops healthy industrial relations and reduces chances of disputes between the
workers and the employers.
Supervision instead of acting as watch dogs, now act as individuals responsible for
managing machines and materials being employed.
Q.3 Discuss the types of managerial remuneration. Explain the elements of a managerial
remuneration.
Answer:
The types of managerial remuneration
Managerial remuneration is compensation for services provided to a company in a managerial
capacity. Some of the most common forms of manager remuneration include salaries,
management fees, and bonuses. Other kinds of compensation include health benefits,
reimbursement for memberships and entertainment costs, and the use of high-end company
property such as automobiles. Manager remuneration may also include other financial
compensation such as deferred income, retirement allowances, and death benefits. Some
companies will also provide loans for managers.
The elements of a managerial remuneration
Elements of a managerial remuneration
For Group Management, total remuneration consists of fixed salary, short-term and long-term
variable remuneration, pension and other benefits. If the size of any one of these elements is
increased or decreased, at least one other element has to change where the competitive
position should remain unchanged.
FIXED SALARY
Fixed salary
Fixed salaries are set to be competitive within an individuals home market. When setting
fixed salaries the Remuneration Committee considers the impact on total remuneration,
including pension and associated costs. The absolute levels are determined by the size and
complexity of the position and the year-to-year performance of the individual. Together with
other elements of remuneration, Group Management salaries are subject to an annual review
by the Remuneration Committee, which considers external pay data to ensure that levels of
pay remain competitive and appropriate to the remuneration policy.
Short-Term Variable remuneration
The annual variable remuneration is delivered through cash-based programs. Specific
business targets are derived from the annual business plan approved by the Board of
Directors and, in turn, defined by the Companys long-term strategy. Ericsson strives to grow
faster than the market with best-in-class margins and strong cash conversion and therefore the
starting point is to have these as three core targets:
Sales Growth
Operating Income
Cash Flow
Q.4 Define Pay Structure. What are its objectives? Explain the major decisions involved
in designing and setting competitive pay structures.
Answer:
Pay structure : A pay structure is a collection of pay rates or pay ranges. Structure setting
and adjustment is the process of developing, adjusting, and maintaining a pay structure.
Salary structures are a necessary part of effective management. They help make sure that the
pay levels are externally competitive and internally fair..
Objectives of pay structure
To balance strategy of reward with the strategy of the business so as to encourage and
motivate high performance people.
To bring out clarity and order between organisation and its people in managing career
progression as well as increase in pay.
To make transparency and ensure lawfulness and fairness while designing the pay
structure.
To estimate labour price of services and product market competitors and to select the
market competitors which are based on similar skills, same services and products as
well as employees within the similar geographical area.
5. Interpreting the survey results by analysing and assessing the outcomes as well as using
statistics in order to construct the market line so as to check the accuracy of the job matches,
the anomalies, age of data and the nature of the firms.
6. Balance the competitiveness with internal alignment which includes use of bands, ranges
and flat rates which offer flexibility so as to deal with pressures from external markets and
differences among firms.
Determination of fair wages above minimum wages in respect to labour and place of
industry in the financial system