Hrm 533 - Leeper Lingerie Company
Hrm 533 - Leeper Lingerie Company
Popular in Course
verified elite notetaker
Popular in Department
This 3 page Study Guide was uploaded by Experthelper Notetaker on Monday November 9, 2015. The Study Guide belongs to a course at a university taught by a professor in Fall. Since its upload, it has received 32 views.
Reviews for Hrm 533 - Leeper Lingerie Company
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 11/09/15
Hrm533 Leeper Lingerie Company Do you think that Keith was justified in insisting that the job, not the person be evaluated? Explain you answer. The difference between ‘job evaluation’ and ‘employee evaluation’ is that one is general and wideranging while the other one is individualistic. For the most part a job evaluation “is a formal, systematic means to identify the relative worth of the jobs within an organization.” (Mathis and Jackson, p. 382) In the process of ‘job evaluation’, a company reinforces the job descriptions and its relevance to the company. This is where specific tasks, duties and requirements are implemented. Scholars such as Fisher, Schoenfeld and Shaw states that performance appraisal is the ‘performance assessment and management process in which an employee’s contribution to the organization during a specific period of time is assessed.”(p. 423) In a performance appraisal meeting, an employee’s contribution or the lack of, is evaluated with the employee and his immediate supervisor. The key element is for the employee to be present at the time of the meeting. In this case, the meeting was called to reevaluate several jobs within the company. Keith was reasonable to not involve a particular employee as part of the assessment. The purpose of the committee was to review certain jobs and not an individual employee. This was not a performanceappraisal meeting but rather to assess the job itself. The book states that ‘job evaluation can be defined as a formal process to create a jobworth hierarchy within an organization.”(p. 205) In the process of performing any employee’s performance, the job has to be evaluated and possible updated to make sure it is covering the company’s philosophy. The job has to encompass the company’s mission, philosophy and goals. This is why is very important to have a clear understanding of the job. By reevaluating jobs, it gives key managers the chance to identify who are the overachievers and slackers. . In this case, these two managers thought she was doing an outstanding job. The issue if is this employee was excelling in all areas of the job and that just in a few. This is why reevaluating the job duties is of sum importance. Keith was acting rational and professional about this issue. This manager wanted to reevaluate the job first before any potential merits were given. He wanted to make sure that in fact this employee was fulfilling all the areas. Do you believe that there is a maximum rate of pay for every job in the organization, regardless of how well the job is being performed? Justify your position. A job should have its maximum pay rate depending on many factors. Factors can be if the job is a dead end jobs that do not require much credential and educational background. In most cases jobs that do not require high level of education are those dead endjobs. These jobs do not lead to a live long career. Therefore, these jobs should have a maximum rate of pay. According to the author ‘pay structures allow greater flexibility in pay administration. Different groupings of positions such as clerical, bluecollar jobs versus technical and professional jobs usually reflect different labor markets depending on supply and demand.”(p. 233) This should be as a job and not a career. There is a difference between holding a job at a supermarket than working for a Fortune 500 company. For example manufacturing jobs may require a skilled worker who may have been working for a certain period of time and where he would’ve reached the maximum pay rate. In the same token, there are some positions who should get paid more and exceed the maximum pay. Usually “entrylevel positions that require skills that are quickly mastered usually have narrower pay ranges than supervisory, managerial, or higherlevel technical positions.” (Worldatwork, 2010, p. 227) Entry level positions should get paid less due to the lack of experience however experienced employee should be given more money. There are some cases where the individual has the field experience, the proper credentials and may possess extra compensable factors such as a third language. This individual deserve to be paid above the wage range. For the most part each employee should be looked at as an unique case scenario. Assume that Geneva is earning the maximum of the range for her pay grade and Leeper’s policy is that a salary increase cannot be given if it will cause an employee’s salary to be above the maximum of the range. In what ways could she obtain a salary increase? Geneva hard work and excellent job performance have to be compensated. There are always those employees who go beyond their call to perform their jobs. And this has to be recognized not only to make this employee appreciated but to reinforce her working habits. In this case even is Geneva has reach the ceiling top of her pay rate, she should be compensated in other ways. The office would have to come up with a new merit program that would justified her getting bonuses. Scholars Mathis and Jackson states that ‘a special type of bonus used in a ‘spot’ bonus, so called because it can be awared at any time … often spot bonuses are given in cash although some firms provide managers with gifts cards, travel vouchers, or other rewards.” (405) The key in giving bonuses is to praise the employee for their exceptional performance accomplishments. There is no limit of how many times these bonuses can be given to a particular employee. This can be done on a monthly basis if Geneva keeps performing exceptional. Therefore this is a way of increasing her salary. Although her job is an important one since she is the first line of defense in the company, some flexibility should be imposed. She should probably get a free day off after a midyear and end of the year performance review. Depending on the nature of this company, management should create a position for Geneva. She can be promoted to office manager to oversee secretarial work and assist the operation manager as well. This can well justify her salary increase and it would recognize her hard work throughout all those years. ‘ As Fisher, Schoenfeldt and Shaw ( 2006) explains that ‘if employees earning more than the maximum qualify for promotion, they can be moved to a job in a higher range commensurate with their existing pay. If promotion is not possible, the employee is ‘redcircle’; that is, his or her pay is frozen at its present level until the range moves up, through annual increases, to include the individual.’ (p. 511) Employees such as this one who have reached the maximum wage range may encounter a freeze period in their salary if promotion is not immediate. Geneva should be considered to for a promotion with a higher pay grade. However if the promotion is not in place she should still be moved up until the wage range goes up. For the most part “the policy pay line and all the ranges are adjusted upward each year as inflationary and competitive pressures push wages upward.” (p. 510) The employer would have to be prepared for the promotion but if this fails then at least Geneva would be set for the following year. In the meanwhile she would still be getting ‘spot bonuses’. It is not smart for companies to lose extraordinary and experienced employees because they contribute a great deal to the organization. If Geneva is earning the maximum of the range for her pay grade, how, other than a salary increase, could she be rewarded for her outstanding performance? Geneva’s outstanding performance cannot be over looked. Employees like her deserve for management to modify the rules. Even if is not within the company’s rules and regulations to do so there is always an exception. It so happen that she is one of the exceptions. According to scholars Mathis and Jackson, (2006) states that “ extrinsic rewards are tangible and take both monetary and nonmonetary forms … employers provide indirect compensationlike health insurance to everyone imply for being members of the organization.” (p. 364) Although it may be a little hard to personalized health insurance to one particular employee, there may be other kind of ‘extrinsic rewards’ that the employer can provide. Some of these benefits can be in a form of life/disability insurance, paid time off, retirement pension plans and or educational assistance. (p. 364) The company can compensate her hard work by offering her flexible working schedule once a week. Geneva’s working schedule may be modified to show her appreciation. She can choose to work late during the week and may leave earlier on Fridays. Although there is no monetary compensation, the mere fact that she can leave a couple of hours earlier on Fridays may give her the impression that she’s being rewarded. The company can may allow her to work from one once a month depending on the work load. She may have to work closely with her immediate supervisor about the scheduling. The company can set up all the needed technology for Genevea to work from home. Company would have to provide a computer and a business telephone. These changes can mean a lot to an employee. Due to technology employees can have more flexibility such as working from home. It is not necessary for employees to come in to the office and work up to sixty hours a week, now they can combine traditional working schedule with nonconventional hours. This offers employees more flexibility and desire to work for this company because in reality. Worldatwork states that a total reward approach “ offer tremendous flexibility because it allows awards to be mixed and remixed to meet the different emotional and motivational needs of the employees” (2007, p. 16)
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'