Job analysis is the process of obtaining valid job information that aids management in making decisions. The job analysis can be used in preparing job evaluations as well as making decisions for compensation. Human Resource professionals rely on job analysis to obtain useful information related to various types of jobs. Many factors are considered when conducting an analysis such as: Identifying the task in a particular job, examining how the task is performed, identifying the main area of responsibility and finally identifying the personal demands which a job makes on an individual. Job evaluations differ slightly in that the evaluation process identifies and measures each job against established criteria and weighs the relative value of jobs in a uniform and consistent manner (L., Berger & D., Berger,pg41).It helps to provide salary equality among all jobs in a salary structure.
In other words, competencies can be regarded as behavioral dimensions, which affect job performance. The indicators should take into account a range of key factors/ competencies considered essential to the performance of the job, such as: • Quality of work • Responsibility • Accuracy • Attendance/ time-keeping • Comprehension ability • Job knowledge • Skills demonstrated through work • Organizing ability • Prioritizing ability • Concern for impact of actions • Service to customers/users • Quantity of work • Initiative • Speed of work • Commitment/ attitude to work • Development potential • Reliability • Cost control • Contributions to teamwork • Achievements of outputs • Self-development • On-the-job behaviour However, performance indicators consist of more than competencies, performance standards are also involved. Whilst competencies describe what needs to be done, performance standards explain how well something
Discuss management's role in organizing human capital. Which of the following roles in organizing human staffing do you feel is most important; staffing, training and development, compensation and benefits and employee relations? Why? Within your company which roles do you think they do well? Which roles could they improve upon?
They help you with: 1.Employee Development - The manager discusses employee strengths and how to apply them. Goals are discussed as well as plans for growth. 2.Employee Motivation - A non-threatening exchange of ideas between the manager and the employee which may help to solidify the relationship. 3.Employee Relations - A chance to find out how the employee feels about you, the job, and the company. Why do some managers avoid or delay doing appraisals?
Revenue streams? categories Production Problem Solving Platform/Network Value Propositions What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying?
Information used to control future functioning of the system is called feedback. What would you consider the usefulness and limitations of survey feedback? How can “framing” provide inconclusive and misleading survey results? Please provide at least one real-life survey which has been “framed” How would you rephrase the question? “Survey feedback is the process of collecting and feeding back the data from an organization or department through the use of questionnaire or survey.” In this process, the data are analyzed, fed back to the employees and the data are used to diagnose the organization and develop interventions to improve the current condition of the organization or to resolve the issue facing the company.
What does (a) organizational strategy, (b) flow of work, (c) fairness, and (d) motivating employee behaviors toward organizational objectives, have to do with job evaluation? Address each. (8 marks) Organization strategy and objectives – Job evaluation aligns with the organization’s strategy by including what it is about work that adds value and contributes to pursuing the organization’s strategy and achieving its objectives. Flow of work – Job evaluation supports work flow in two ways: by integrating each job’s pay with its relative contributions to the organization and by setting pay for new, unique or challenging jobs. Fairness – Job evaluation can reduce disputes and grievances over pay differences among jobs by establishing a workable, agreed-upon structure that reduces the role of
First employee motivation is analyzed by applying theories of Herzberg’s “two-factor’s model” and Maslow’s “hierarchy of needs”. Then the “job characteristics model” of Hackman and Oldham will be used to analyze ECCO’s job-design. Finally is the conclusion of my findings. Motivation In the two-factor theory, Herzberg distinguishes between two different types of factors, those who can give an individual the feeling of satisfaction (Motivators) and those that can give the individual a feeling of dissatisfaction (Hygiene factors). The motivators are typically related to intrinsic factors meaning work motivation coming from within a human being.
360 Performance Appraisal: Uses Uses for 360 Performance Appraisal include: Employee Development Performance Appraisal Performance Management Training Needs Assessment Evaluation of Training Attitude Survey Organizational Climate Survey Customer Satisfaction Survey This process can also be a motivator of performance since it shows the employee that their opinions and views are considered important. Benefits May improve service to customers if they are able to offer feedback to the employee. 360 Performance Appraisal offers a more complete picture of the employee's performance. This feedback can provide guidance on skills that an employee may need to develop. How it is conducted.
This paper will attempt to explore the differences between counterproductive and productive behavior as well as the implications and strategies to improve in both areas. Productive and Counterproductive Behavior in Organizational Psychology Productivity is an important role in the organizational structure of any business; productive and counterproductive is essential to establishing the direction the organization is trying to maintain. Organizational psychology enhances these behaviors by giving individuals a better understanding as to how to maximize behavior productivity and decrease counter productivity within an organization. The two behaviors serve opposite purposes, productive behavior as it relates to producing an increase in productivity in an organization, while counterproductive takes away from being productive in an organization. Productive Behavior Productive behavior is defined as employee behavior that contributes positively to the goals and objectives of an organization, (Brett and Jex 2008).