Presented By:-

Jasneet Anand

Batch No.- 88 to 92
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.

However, it is important to recognize that to some
extent any assessment of a job's total demands relative
to another will always contain elements of
subjectivity. The aim is to minimize subjectivity and
make decisions about jobs as rational, consistent and
transparent as possible.


Yearly awards ceremony. Hold an Annual Award
Event for your organization. ( Most Improved, Innovator
of the Year and Employee of the Year)
Look for the best in others. It takes an exceptional person
to routinely see the strengths in others instead of their
weaknesses. When we try honestly to see the best in
others, we begin to see people from a different point of
view and learn to value them more.
Write it down. Telling someone about a strength you see
in them is a very positive gesture. Even better, why not put
it in writing? Not only can the person read it again, they
can show the written compliment to others.
Pass it along. If you hear someone else giving their
approval or praise, pass that along to your employee, too.
Passing along a compliment is easy. Simply say, "I heard
someone say something good about you. Here's what they
said ..."



Quarterly reviews. Mandate one-on-one feedback
sessions between each supervisor and team member
on a quarterly basis.
Team highlights. Insist on your department heads
sharing stories from their departments and
highlighting the achievements of team members at the
monthly All-Company Meeting.
See them in the act. Be there to witness and applaud
achievements as they happen. "Sharing the glory"
means sharing the experience, not just throwing in
"Way to go!" from a distance. When we personally
observe the individual as they grow and achieve, they
know that our recognition is sincere and genuine


Involve employees in designing your
recognition program.
Set reasonable and transparent performance
standards for rewards.
Recognize small and large accomplishments
Performance-Based Incentives

We can enhance our employees' motivation by defining
their tasks and attaching compensation-based incentives
to a certain levels of performance. Among varied types of
performance-based incentive plans, yearly bonus
compensation is fairly common. Many organizations
operate such a program for their employees, particularly
mid-tier management employees, where employees
receive a percentage of their annual salaries as a bonus.
For more on-hands employees, such as those working on
the factory floor or ground sales teams, you can adopt
commissions, spot bonuses, output bonuses or suggestion
incentive programs.


Employee Recognition
We also can use nonmonetary rewards to motivate
employees. For example, employee recognition fulfils the
psychological needs and desires of employees. Schemes
such as "sale person of the month" or "employee of the
year" certificates help boost morale as you recognized the
employee for his outstanding efforts. Appreciative
feedback from supervisors and managers also serve as
employee recognition and helps to boost morale. Holding
seminars, exhibitions and workshops and encouraging
employees to participate and then awarding the employee
for participation in these events also derives motivation
and recognition for employees involved.

Profit Sharing
Profit sharing refers to the strategy of creating a pool of money
to be disbursed to employees by taking a stated percentage of a
company's profits. The amount given to an employee is usually
equal to a percentage of the employee's salary and is disbursed
after a business closes its books for the year.
The idea behind profit sharing is to reward employees for their
contributions to a company's achieved profit goal. It
encourages employees to stay because it is usually structured to
reward employees who stay with the company; most profit
sharing programs require an employee to be vested in the
program over a number of years before receiving any money.
Unless well managed, profit sharing may not properly motivate
individuals if all receive the share anyway. A team spirit
(everyone pulling together to achieve that profit) can counter
thisespecially if it arises from the employees and is not just
management propaganda.
Bonus
Bonuses are generally short-term motivators. By
rewarding an employee's performance for the previous
year, they encourage a short-term perspective rather than
future-oriented accomplishments. In addition, these
programs need to be carefully structured to ensure they
are rewarding accomplishments above and beyond an
individual or group's basic functions.
Bonuses are a perfectly legitimate means of rewarding
outstanding performance, such compensation can actually
be a powerful tool to encourage future top-level efforts.

Ownership Options

Many times, because executives and upper-tier
management are responsible for the organization's
foremost affairs, incentive plans at this level involve a
higher sense of goal congruency between these
employees and the organization. Therefore, you can
adopt profit-sharing and stock options, using the
element of ownership to motivate and enhance the
employee's performance. Employees who believe they
are part owners of the company may become more
efficient and productive because they believe the
company's successes are their own.

Like profit sharing plans, stock options usually reward
employees for sticking around, serving as a long-term
motivator. Once an employee has been with a company for a
certain period of time (usually around four years), he or she
is fully vested in the program. If the employee leaves the
company prior to being fully vested, those options are
canceled.
After an employee becomes fully vested in the program, he or
she can purchase from the company an allotted number of
shares at the strike price (or the fixed price originally agreed
to). This purchase is known as "exercising" stock options.
After purchasing the stock, the employee can either retain it
or sell it on the open market with the difference in strike
price and market price being the employee's gain in the
value of the shares.