The paper “ How Management Can Manage Its Dependency over Certain Employees” is an appropriate example of a business assignment. The report gives a brief discussion over compensation management and pays plan which is the most basic unit for any organization. This report also provides a brief overview of the salary portion of compensation. The objective of job analysis is to obtain information about a job and summarize it in a manner that sets it apart from other jobs within the organization. Typically, such information is obtained through an interview with the supervisor and/or job incumbent and/or by completing a questionnaire.
The focus is on reporting relationships within the organizational structure as well as on the principal responsibilities. Therefore, it is important to obtain information on the responsibility for specified tasks. 1.0Typically, the amount of salary an individual receives is a function of the value of the individual's responsibilities to the organization and how well the individual is meeting the responsibilities. The value of the individual's responsibilities is typically determined by job analysis, job evaluation, salary surveys, and the resulting salary structure adjustments.
(Arthur, 2004, p. 670-88) Individual pay actions result from promotion and how well the individual performs the assigned tasks. In this case, I’ d have not given Angelo the pay raise because he has not performed as he has performed in the past. Promotional increase guidelines are just as important as to merit increase policy. Few companies structure their pay programs to properly compensate the promoted individual. 1.1 Reasons for Denying Pay IncreasesSome professionals object to granting an upgrade increase for the following reasons: • There was no change in the job, only in the “ organizational context; ” • The incumbent did nothing to earn the upgrade; • The incumbent did not have to compete to be considered for the job.
Some organizations post new or vacant jobs internally and allow employees to apply for (“ bid on” ) and receive consideration to fill them;
Arthur, J. B. (2004). ‘Effects of human resource systems on manufacturing performance and turnover’. Academy of Management Journal, 37: 670–88.
Bartol, K. M. & Martin, D. C. (1988). Influences on managerial pay allocations: A dependency perspective. Personnel Psychology, 41, 361-378
Becker, B. E. and Huselid, M. A. (1998) High-performance work systems and firm performance: a synthesis of research and managerial implications, Personnel and Human Resources Management, 16, pp. 53 – 101.
Boselie, P., Dietz, G. and Boon, C. (2005) Commonalities and contradictions in HRM performance research, Human Resource Management Journal, 15(3), pp. 67 – 94.
Bowen, D. E., and Ostroff, C. (2004) Understanding HRM-firm performance linkages: the role of the strength of the HRM system, Academy of Management Review, 29(2), pp. 203 – 21.
Buskirk J. &, R. H. (2007). Management of the SalesForce. Homewood, IL: Irwin
Drago, R. and Heywood, J. S. (2005). ‘The choice of payment schemes: Australian establishment data’. Industrial Relations, 34: 507–32.
Eisenhardt, K. M. (1988). Agency- and institutional-theory explanations: The case of retail sales compensation. Academy of Management Journal, 31, 488—511.
Ellig, B. (1982). Sales compensation: A systematic approach. Compensation Review, 14(1), 21—45. Stanton, W.
Pil, F. K., and MacDuffie, J. P. (1996) The adoption of high involvement work practices, Industrial Relations, 35, pp. 423 – 55.
Smith, E. and Keating, J. (2003) From Training Reform to Training Packages (Tuggerah Lakes, NSW: Social Science Press).
Steinbrink, J. P. (2001). How to pay your sales force. Harvard Business Review, 56(4), 111-122.
Swabe, A (2008). 'Performance-Related Pay: A Case Study, Employee Relations 11 (2): 17-23.
White, W. L. (2000). Incentives for salesmen: Designing a plan that works. Management Review, 66, 27-36.
Wood, R (2005). 'Performance-based Pay as a Coordinating Mechanism in the Australian Public Service', AJPA 54(1): 81-96.