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Since 1986 this definitive, step-by-step resource has guided compensation and human resources professionals in one of the most challenging tasks they face: designing and implementing an effective pay program.
Now, in this expanded and updated edition, readers learn the critical importance of linking pay to performance by focusing on actual results achieved. The book provides a ready-to-go model to adapt for the particular needs of individual companies. It shows how to: tie the pay program into the organizations strategic plans -- understand and choose among the many options available -- analyze and evaluate specific jobs -- communicate the plan to employees
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Building a Fair Pay Program : A Step-by-step Guide
author
:
Plachy, Roger.; Plachy, Sandra J.
publisher
:
AMACOM Books
isbn10 | asin
:
0814479650
print isbn13
:
9780814479650
ebook isbn13
:
9780585019512
language
:
English
subject
Compensation management.
publication date
:
1998
lcc
:
HF5549.5.C67P55 1998eb
ddc
:
658.3/22
subject
:
Compensation management.
Page 1
Introduction
Managing Your Pay Project
Are you faced with the task of designing and implementing a pay program in your organization but don't know where to begin? Are you looking for a ready-to-go model you can adapt to the specific needs of your organization? Do you want options to consider as you develop your program? Would you like advice and guidance on the various approaches open to you? Do you want steps to follow that will lead you through the project before you?
If you are nodding your head, don't put this book down.
Pay ManagementA Mystery
Pay management is said to be a mysteryat least, that's what many traditionalists who work in pay management would have you believe. Certainly we are entitled to some job protection. The unfortunate effect is that the people who really need to influence a rational pay programmanagers who supervise employees in the operations of an organizationare not penetrating the artificial security barrier. Far too many specialists are insulated from the real world and continue to force their organizations to tackle modern issues with age-old tactics.
What about you who do not have specialists available, who are, perhaps, human resources generalists or operations managers in small organizations with little or no pay management experience, but who still have to come up with a pay program? Is there hope?
The whole thing is a lot easier than you might expect. Trust us. You do need to keep your wits about you, you do have to concentrate, and you will have to work hard to cope with a variety of design options of pay management, but nothing in this book is beyond the scope of anyone with a reasonable amount of intelligence and an ample dose of perseverance.
Experienced practitioners will profit from the book too. They will find different perspectives, new twists, and several models to help them review and reevaluate their own procedures and formats, including new ideas on how to involve others fruitfully in a pay program.
Page 10
What authority do you have to implement the design features you believe are necessary?
Who else has to be, or should be, involved?
If there is a union, what can you expect: support of or opposition to your proposals?
Do you have enough time to introduce a new pay program now?
Does your organization promote employee contribution as an important factor in the success of the organization? If so, how are the two tied to pay?
How are organization results communicated to employees?
Are employees committed to accomplishing organization results?
Does your organization promote employee contribution as an important factor in the team success? If so, how are the two tied to pay?
How are team results communicated to employees?
Are employees committed to accomplishing team results?
ANALYZES FINANCIAL STATUS by collecting, monitoring, and studying data; recommending actions.
ESSENTIAL JOB RESULTS:
% of time
_________
1. DETERMINES COST OF OPERATIONS by establishing standard costs; collecting operational data.
_________
2. IDENTIFIES FINANCIAL STATUS by comparing and analyzing actual results with plans and forecasts.
_________
3. GUIDES COST ANALYSIS PROCESS by establishing and enforcing policies and procedures; providing trends and forecasts; explaining processes and techniques; recommending actions.
_________
4. IMPROVES FINANCIAL STATUS by analyzing results; monitoring variances; identifying trends; recommending actions to management.
_________
5. RECONCILES TRANSACTIONS by comparing and correcting data.
_________
6. MAINTAINS DATABASE by entering, verifying, and backing up data.
_________
7. RECOMMENDS ACTIONS by analyzing and interpreting data and making comparative analyses; studying proposed changes in methods and materials.
_________
8. INCREASES PRODUCTIVITY by developing automated accounting applications; coordinating information requirements.
_________
9. PROTECTS OPERATIONS by keeping financial information confidential.
_________
10. MAINTAINS TECHNICAL KNOWLEDGE by attending educational workshops; reviewing publications.
_________
11. CONTRIBUTES TO TEAM EFFORT by accomplishing related results as needed.
MAINTAINS COMPUTER PRODUCTION QUALITY by analyzing procedures and output; recommending improvements.
ESSENTIAL JOB RESULTS:
% of time
_________
1. IMPLEMENTS NEW APPLICATIONS by coordinating quality activities; analyzing impact on current processing schedules and service levels.
_________
2. MAINTAINS COST-EFFECTIVE PRODUCTION by reviewing corporate output, mainframe print and fiche, distributed print, and tape creation.
_________
3. OPTIMIZES PRODUCTIVITY AND PERFORMANCE by investigating exploitation of infrastructure tools.
_________
4. ENFORCES QUALITY STANDARDS by recommending resolution of outages; developing new procedures and standards; implementing automated software version control; implementing automated distribution software procedures to remote servers and workstations.
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