Salary Compensation Principles And Practices

Front 1

Policy

Back 1

used to develop outlining the purpose and underlying principles of the program.

It is important to understand the organization, its employees and the nature of the work

Front 2

Concerns in creating Policy

Back 2

*the organization's goals

*the desired employee population chracteristics and competencies

*the work that is being performed

*the comparative labour market

*the desired competitive compensation placement within the market
* the role equity will play in determining compensation

* the role of performance, service/seniority, in determining compensatin

* the degree of "openness and transparency" in communicating the program

*a means of measuring and containing cost

* a means of measuring the other elements of program sucess

Front 3

desired competitive compensation placement within the market

Back 3

this is usually expressed as a percentile match

Front 4

Communication

Back 4

key elements for this are transparency, employee involvement and openness

Front 5

Equity

Back 5

Beyond legal requirement the achievement of internal and external equity are vital. Involves establishing job worth, and aligning that worth with the competitive marketplace

Front 6

Job Worth

Back 6

the determination of the worth of the job to the organization, which in turn leads to the amount of compensation provided to the job incumbent

Front 7

Used to determine Job Worth

Back 7

Job Analysis

Job Design

Job Evaluation

Front 8

Job Analysis

Back 8

the collection of all information pertaining to a job in order to determine its duties, tasks and activities and results in the creation of a job description

Front 9

Job Description

Back 9

the job purpose, job content, types of duties and respnsibilities, K.S.A.s required to perform the job and job performance standards (least likely)

Front 10

Position Analysis Questionnairs

Back 10

a quantifiable data collection method covering 194 different worker-oriented tasks. Focus on the general behaviour that make up a job by organizing job element into 6 dimensions (information input, mental processes, work output, relationship, job context and other characteristics). Best suited for lower level jobs

Requires a college level reading comprehension to complete it properly

Front 11

Structured Job Analysis Questionnaris or Inventories

Back 11

workers and other subject matter experts respond to writtenactivites and tasks, tools and equipment and working conditions involved in their jobs

Front 12

Critical Incident Technique

Back 12

generates behaviourally focused description of work activites based on the use of critical incidents that occur in the performance of the job

Front 13

Task Inventory Analysis

Back 13

analysis using a task inventory questionnaire that is customized to each organization

Front 14

Competency-based Analysis

Back 14

jobs are defined in terms of tasks, duties, processes and skills necessary for job success, with a focus on identifying the key competencies for organization success.

Front 15

Work Trait Inventories

aka Threshold Traits Analysis Systems

Back 15

focus on the traits required for job incumbents based on the job analysis data

Front 16

Job Element Method

Back 16

a work oriented method focused on the human attributes needed for superior performance, used to match what employees can do against what the work calls for

Front 17

Fleishman Job Anaylsis Survey

Back 17

is a system for identifying employee characteristics that influence job performance and assumes that job tasks differ with respect to the abilities required to perform them successfully

Front 18

Functional Job Analysis

Back 18

quantitative approach to job analysis that originally examined 3 broad worker function - data, people and things

also can include an examination of work instruction, reasoning, math and language.