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CHAPTER 6: PERSON-BASED STRUCTURES (SKILL PLANS (PURPOSE OF SKILL-BASED…
CHAPTER 6: PERSON-BASED STRUCTURES
SKILL PLANS
Skill-based structures link pay to the depth or breadth of skills, abilities, and knowledge a peron acquires that are relevant to the work
TYPES OF SKILL PLANS
Specialist: Depth-based on knowledge of the individual doing the job rather than on job content or output
Generalist/multiskill based: Breadth- pay increases are earned by acquiring new knowledge specific to a range of related jobs
PURPOSE OF SKILL-BASED STRUCTURE
Motivates behavior toward organization objectives
Fair to employees
Supports work flow
Supports the strategy and objectives
SKILL ANALYSIS
What info. to collect? Specific info. , Whom to involve? Employees and managers , Establish certification methods - peer review, on the job demo., tests, formal courses
Outcomes of skill based pay plan: Guidance from reseacrh and experience
Systematic process of identifying and collecting info. about skulls required to perform work in an org.
COMPETENCIES
Competencies indicators are observable behaviors that indicate the level of competency within each set
Competencies are becoming 'a collection of observable behaviors that require no inference, assumption or interpretation".
PURPOSE OF THE COMPETENCY-BASED STRUCTURE
Organization strategy
Work flow
Fair to employees
Motivate behavior toward org. objectives
COMPETENCY ANALYSIS
Objective-vagueness and subjectivity
What info. to collect? Personal characteristics, Visionary, Org specific
Whom to involve? Derived from executive leadership's beliefs about strategic organizational talent, not all employees understand the connection
Establish certification methods: Consultants are silent on objectively certifying whether a person posssesses a competency
Resulting structiure: Designed with relatively few levels and wide differentials for increased flexibility
Competencies and employee selection and training and development
Guidance from the research on competencies- related to performance rating, some competencies deliver greater return that others
ADMINISTERING THE PLAN
Communication and employee involvement are crucial fro acceptance of resulting pay structures
Sufficient info. should be available to apply the plan
A crucial issue is the fairness of the plan's administration
EVIDENCE OF USEFULNESS OF RESULTS
Reliability of job evaluation techniques
Validity
Acceptability
BIAS IN INTERNAL STRUCTURES
No evidence that job evaluation is susceptible to gender bias
Wages criteria bias
Recommendations to ensure job evaluation are bias free
Define compensable factors and scales to include content of jobs held predominantly by women
Ensure factors weights are not consistently biased against jobs held predominantly by women
Apply plan in as bias-free a manner as feasible