Devolving job evaluation
Article Abstract:
The Institute of Personnel Management and the Wyatt Co conducted a survey of 371 organizations from a broad cross-section of industries to research job evaluation (JE) practices and policies in the UK. The survey reveals that JE is usually too centralized, inefficient, and unreliable. The emphasis of JE is changing from its emphasis on formalized industrial relations practices toward: explaining relativities across job categories; serving as a basis for determining individual remuneration; and offering management an information source. Personnel professionals will find that the job analysis questionnaire (JAQ) offers quality information that can be easily handled by managers for the purpose of JE. The JAQ can be designed to measure any evaluation factors, can incorporate sensitive response mechanisms to record unusual jobs, and is a more user-friendly instrument than a job description.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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Selling the pass on sales pay?
Article Abstract:
A recent survey by the Institute of Personnel Management indicates that sales personnel are compensated with some combination of straight salary, commissions, group bonus or individual bonus. More often than not, personnel departments are not involved in deciding the compensation arrangements for sales staff. The most successful compensation schemes seem to be those affiliated with a product that lends itself to incentive-driven payments (commissions or bonuses). The best schemes focus on individual, not group, efforts. The more complicated a compensation plan is, the less successful it is. All plans should be flexible and capable of changing with market conditions. Any such plans should be limited to the direct sales force itself, not support workers or management. Other bonus or profit-sharing plans should not be applied to sales personnel receiving incentive payments.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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Competent by any other name
Article Abstract:
There is a general agreement that management competencies are needed in the workplace, but there is much confusion about what 'competency' really entails. Organizations differ in how they define competency. The Government Information Service, for instance, considers competencies to include solution finding, rapport, and entrepreneurship. Some say that the term is just another name for 'glorious human skills.' Whatever method is used to identify competencies, the goal should be to group together all behaviors that make performance outstanding and consider them in performance assessment and development.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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