Ebook Compensation (11th edition): Part 2
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Ebook Compensation (11th edition): Part 2
www.downloadslide.comPart FourEmployee Contributions: DeterminingIndividual PayThe first two sections of the pay model outlined in Exhibit IV.1 essent Ebook Compensation (11th edition): Part 2tially deal with fairness. Alignment, covered in Part Two, is all about internal fairness: describing jobs and determining their worth relative to each other based on content of the jobs and impact on the organization's objetfives. Part Three extended fairness to the external market. It's not enough Ebook Compensation (11th edition): Part 2 that jobs within a company are treated fairly in comparison to each other; we also need to look at external competitiveness with similar jobs in otheEbook Compensation (11th edition): Part 2
r companies. This raises questions of conducting salary surveys, setting pay policies, and arriving at competitive pay levels and equitable pay structwww.downloadslide.comPart FourEmployee Contributions: DeterminingIndividual PayThe first two sections of the pay model outlined in Exhibit IV.1 essent Ebook Compensation (11th edition): Part 2rded according to their value to the organization? Let's hope the following example isn't a role model for today's practices:Another 4th dynasty tomb, beautifully carved and painted with vibrantly colored scenes, belonging to a priest of the royal cult and senior scribe named Kay. A fascinating glim Ebook Compensation (11th edition): Part 2pse into an ancient economic exchange is offered by the inscription at the entrance to this tomb, which reads: It is the tomb makers, the draftsmen, tEbook Compensation (11th edition): Part 2
he craftsmen, and the sculptors who made my tomb. I paid them in broad and boor and made them take an oath that they were satisfied.----Zahi Hawass. Mwww.downloadslide.comPart FourEmployee Contributions: DeterminingIndividual PayThe first two sections of the pay model outlined in Exhibit IV.1 essent Ebook Compensation (11th edition): Part 2ee be paid relative to another when they both hold the same jobs in the same organization? If this question is not answered satisfactorily, all prior efforts to evaluate and price jobs may have been in vain. For example, the compensation manager determines that all customer service representatives ( Ebook Compensation (11th edition): Part 2CSRs) should be paid between $28,000 and $43,000.www.downloadslide.com300 Part Four Employee Contributions: Determining Individual PayINTERNAL ALIGNMEEbook Compensation (11th edition): Part 2
NTWorkEvaluation/ INTERNAL Analysis descriptions Certification STRUCTUREEFFICIENCY • Performance •Quality •CustomerCOMPETITIVENESSMarketPolicyPAYand Dwww.downloadslide.comPart FourEmployee Contributions: DeterminingIndividual PayThe first two sections of the pay model outlined in Exhibit IV.1 essent Ebook Compensation (11th edition): Part 2MANAGEMENTCost Communication ChangeEVALUATIONETHICSwww.downloadslide.comPart Four Employee Contributions: Determining Individual Pay 301But where in that range is each individual paid? Should a good CSR be paid more than a poor one7 If the answer is yes. how should performance be measured and what s Ebook Compensation (11th edition): Part 2hould be the differential reward? Similarly, should the CSR with more years of experience (i.e., higher seniority) be paid more than one with less timEbook Compensation (11th edition): Part 2
e on the job? Again, if the answer is yes. what is the tradeoff between seniority and performance in assigning pay raises? Should Wesley, the compensawww.downloadslide.comPart FourEmployee Contributions: DeterminingIndividual PayThe first two sections of the pay model outlined in Exhibit IV.1 essent Ebook Compensation (11th edition): Part 2. 1 suggests, all of these questions involve the concept of employee contribution. For the next three chapters, we will be discussing different facets of employee contribution.Chapter 9asks whether companies should invest in pay-for-perlormance plans. In other words, does paying for performance resu Ebook Compensation (11th edition): Part 2lt in higher performance? The answer may seem obvious, but there are many ways to complicate this elegant notion.Chapter 10looks at actual pay-for-perEbook Compensation (11th edition): Part 2
forrnance plans. The compensation arena is full of programs that promise to link pay and performance. We identify these plans and discuss their relatiwww.downloadslide.comPart FourEmployee Contributions: DeterminingIndividual PayThe first two sections of the pay model outlined in Exhibit IV.1 essent Ebook Compensation (11th edition): Part 2appraisal procedures are as free Irom error as possible? Much progress has been made here, and we provide a tour of the different strategies for measuring performance.www.downloadslide.comChapter NinePay-ÍOT'Performance: Ebook Compensation (11th edition): Part 2www.downloadslide.comPart FourEmployee Contributions: DeterminingIndividual PayThe first two sections of the pay model outlined in Exhibit IV.1 essentGọi ngay
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