Richard I. Henderson - Job pay for job worth: designing, managing, and involving employees in an equitable job classification system
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Job pay for job worth: designing, managing, and involving employees in an equitable job classification system
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This volume shows how to (1) design and manage more efficient and effective pay components for compensation systems and (2) better communicate the what, why, when, where, and how of the system so that employees can understand and accept their pay ssytem as a fair return for effort expended. A new chapter discusses two critical subjects: pay for performance and Total Quality Management (TQM). If the time has come for your organization to develop or improve its pay system, this book is for you.
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Job Pay for Job Worth : Designing, Managing, and Involving Employees in an Equitable Job Classification System
author
:
Henderson, Richard L.; Clarke, Kitty Williams.
publisher
:
Michigan State University Press
isbn10 | asin
:
0884062465
print isbn13
:
9780884062462
ebook isbn13
:
9780585207599
language
:
English
subject
Job evaluation, Job analysis, Wages, Pay equity.
publication date
:
1994
lcc
:
HF5549.5.J62H37 1994eb
ddc
:
658.3/06
subject
:
Job evaluation, Job analysis, Wages, Pay equity.
Page i
Job Pay for Job Worth
Designing, Managing, and Involving Employees in an Equitable Job Classification System
Second Edition
Richard I. Henderson Professor Emeritus Department of Management Georgia State University
Kitty Williams Clarke Management Consultant
Georgia State University Business Press Atlanta, Georgia
Page ii
The Library of Congress Cataloging-in-Publication Data
Henderson, Richard I., 1926 Job pay for job worth: designing, managing, and involving employees in an equitable job classification system / Richard I. Henderson, Kitty Williams Clarke. 2nd ed. p. cm. Includes bibliographical references and index. ISBN 0-88406-246-5 1. Job evaluation. 2. Job analysis 3. Wages. 4. Equal pay for equal work I. Clarke, Kitty Williams. II. Title. HF5549.5.J62H37 1994 94-12464 658.3'06dc20 CIP
Georgia State University Business Press University Plaza Atlanta, Georgia 30303-3093
1981, 1994 by Georgia State University Published 1981. Second edition 1994.
All rights reserved, including the right to reproduce this publication or portions thereof in any form without prior permission from the publisher.
98 97 96 95 94 5 4 3 2 1
Georgia State University, a unit of the University System of Georgia, is an equal educational opportunity institution and an equal opportunity/affirmative action employer.
Printed in the United States of America.
Cover design by Richard Shannon and Jim Kerr Typography by Jim Kerr
Page iii
CONTENTS
Preface
Part I: The Classification Process
1
1 Determining Job Worth
3
2 Collecting Job Content Information
29
3 Writing the Job Description
43
4 Designing a Pay Structure
53
Part II: Developing a Pay System for Olympia
73
5 Selecting the Factor Evaluation System for Olympia
75
6 Collecting Job Content Information for Olympia
87
7 Writing Job Descriptions for Olympia
119
8 Implementing Job Evaluation for Olympia
131
9 Establishing a Pay Structure for Olympia
161
Page iv
Part III: Solving Human Problems
187
10 Selling the Plan to Top Management
189
11 Providing Opportunities to Learn and Participate
197
12 Laying the Foundation for Pay for Performance and Total Quality Management
The process of translating theory into action is a dynamic one, especially when money is involved. Employee compensation must keep pace with a changing work environment. It is becoming increasingly important for organizations to spend their personnel dollars wisely. At the same time, however, employee perceptions of the value of goals and products provided by the employer dollar are changing. The need for employer-employee cooperation to provide each customer with quality goods and services becomes increasingly more important.
The authors feel that the Factor Evaluation System (FES) can be used effectively to develop an equitable pay system for an organization. They also believe that it lends itself better to employee involvement than does any currently practiced method of job evaluation. As an additional bonus, an organization can, if it wishes, implement and maintain the system with a minimal amount of training and without the expense of outside consultants.
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