HND大三人力資源管理實(shí)務(wù)第二次

1、The Remuneration systems of AG Bells ltdIntroduction: this report is all about the A G Bell ltd. First, it introduces the key objective and constraint of this organization. Then, it talks about the remuneration system and the difference between non-analytical job evaluation schemes and analytical jo

2、b evaluation schemes and able the non-analytical job evaluation. Last, it explains single status culture.Section1Remuneration refers to the total pay and benefits that are offered to an employee in exchange for their labor. In the organization the objective of remuneration system are related to the

3、objective of the whole organization.(1) To attract sufficient suitable employees;(2) To motivate employees to improve their performance, or deal with poor performers;(3) To reducing costs.When establish the objective of remuneration system, we should notice three point:(1) In the organization we can

4、 use excellence payment system and the level employer enjoy employee work hard for motivation staff.(2) For attract and retain excellence staff to finish the objective of the organization, the organization should have some competitiveness compare with other organization.(3) The remuneration system s

5、hould reflect fair (include inside and outside) for avoid staff come dissatisfied.In the organization they also exist many constraints in remuneration system. An organization appsroach to remuneration will be influenced by a variety of external and internal constraints.(1) The organization' s fi

6、nances. When thzeaotirognanpirepare implement some plan,if they don' thave enough money it will influence the plan implement. The organization fi'nasnce will also influence the remuneration system. If the finance situation is bad, the remuneration may be easily and simple(2) Labor market sup

7、ply and demand. If the market supply is shortage and the demand is increase. The remuneration system will more effectively and good for the employees to attract them.(3) Government pays regulations. If the governments increase the minimum salary standards, it will influence the organization remunera

8、tion system, the organization will increase the salary.Section 2Pay systems fall into two main categories: Basic rate systems and Performance relation system.(1) Basic rate systemsare that the pay does not vary in relation to achievements or performance.Basic rate systems feature:- Easiest to operat

9、e, and apply to many workers in the UK. The worker receives a fixed rate per hour, week or month. Under basic rate systems a worker is paid in relation to a given period of time - an hourly rate, weekly wage or annual salary. -This rate is the established rate for all workers in one category, but th

10、ere are often incremental scales which allow for progression, perhaps as additional experience and skills are obtained.Advantages:- They are relatively simple and cheap to administer and allow labor costs to be forecast with accuracy.- They lead to stability in pay and are easily understood by the w

11、orkforce, who will be able to more readily predict and check their pay.- There may be fewer disputes and individual grievances than under systems linking pay to performance or results.Disadvantage:- Basic rate systems do not by definition provide direct incentives to improve productivity or performa

12、nce. Nevertheless employers may prefer to operate simple basic rate systems and improve the design of jobs, so that the job provides the necessary interest, motivation and satisfaction.- Basic systems may be criticized by individual workers, who wish to see their own abilities specifically rewarded.

13、- Basic rate systems can also lead to a rigid, hierarchical system of spot-rates or pay ranges.(2) Performance related pay (PRP) describes a payment system where the amounts being paid to an employee depend on specified outcomes being achieved. A PRP scheme is designed to motivate employees to work

14、in a purposeful and directed fashion in accordance with personal and organizational objectives.Performance related pay feature:- Performance related pay is generally used to link progression through a pay band to an assessmentof an individual's work performance during a particular reference peri

15、od, often a year. Alternatively, the reward may be an additional sum of money paid in the form of a bonus.- Assessments usually relate to an individual's achievements against agreed objectives relating to output and quality of work but may also include an element of evaluation of personal charac

16、teristics, such as adaptability, initiative and so on Advantages:- It may provide a 'felt fair' system of rewarding people according to their contribution.- Higher performance within the organization may result.- It provides a tangible means of recognizing achievements.- People understand th

17、e performance imperatives of the organization and the link between extra pay and extra performance is clear.Disadvantage:- Performance related pay can prove difficult becausemeasurementsof individual performance may be broad and lack objectivity and may be inconsistent.-In dividual PRP systems may b

18、e un supportive of team work ing.-All line managers would need to be appropriately trained to run the scheme effectively, which would be costly and time-c onsuming.(3)Suggestions:I thi nk the performa nee related pay is very suit for the AG Bell ltd.-AG Bell ltd is a private sector company specializ

19、ing in 24/7 call centre services. The performa nee related pays is a payme nt system where the amounts being paid to an employee depe nd on specified outcomes being achieved, it can en courage staff work more effective and it will have a good performa nee.-It fit the aim of the AG Bell ltd “wherqoeo

20、ple are valued as a key resource and developed to meet bus in ess n eeds.-Use the performance related pay can help A G Bell ltd to provide a direct incentive for employees to achieve defined work targets and the contribution an employee makes is recog ni zed with a tan gible reward.Section3a The def

21、i ning feature of non-an alytical job schemes is that whole jobs are compared with each other without any attempt to break down and analyze jobs under their various dema nds or comp onen ts.Non-an alytical systems can be subdivided into three differe nt tech niq ues: Whole job ranking; Paired compar

22、ison and Job classification.Analytical evaluation schemes are schemes where jobs are broken down into comp onents (known as factors) and scores for each comp onent of the job are awarded with a final total giving an overall rank order.An alytical job systems can be subdivided into three differe nt t

23、ech niq ues: Points rat ing or points factor schemes; Factor Comparis on and Tailor Made.The an alytical where jobs are broke n dow n in to there are comp onents and non-analytical schemes, where the jobs are viewed as a whole. The use of an analytical scheme offers a better defense of a claim is ma

24、de to an employment tribunal for equal pay for work of equal value. After that, analytical schemesoffer greater objectivity in assessmentas the jobs are broken down in details, while non-analytical schemes are less objective than analytical schemes, but are often simpler and cheaper to in troduce.b

25、Non-discriminatory job evaluation scheme is an analytical job evaluation system. The factor job evaluation schemes include: skill; responsibility; effort; responsibility for people; kno wledge; emoti onal dema nds; in itiative. Therefore exclud ing a factor that is importa nt for a job will result i

26、n it being un dervalued in relatio n to other jobs, and the job evaluation scheme itself would therefore be discriminatory. All factors should be non-discrim in atory and factor weighti ngs that may reflect outdated con cepts of male or female job roles should be avoided.This system has many adva nt

27、ages to employer:(1) After the labor dispute will have to provide their own effective defense, however, Non-discrim in atory job evaluati on scheme does not provide sufficie nt evide nce to show that the fairness of job evaluation, analytical job evaluation program to help develop a strong external

28、competitive pay in order to arrive at competitive rate of pay.(2) It can avoid the employer received complaint. Then, the analytical system can less the work and improve the performance.(3) It can keep the sense of trust from the employees, because of the system make the employer treat all staff fai

29、rly and allocated the job based on their ability.This system has many advantages to employees:(1) Non-discriminatory job evaluation scheme may lead to a fair decision-making and rarely pay discrimination, analytical job evaluation program at least looks very objective, but also to the staff that man

30、agers are paid salaries based on objective and make decisions(2) The employees can enjoy their legal right in the organization. They will become have rich confidence and treat their job positive. It can improve the performance of their job.(3) Disabled workers and workers with criminal have more opp

31、ortunity to work and show their ability.Section4Single status culture is to pay all employees to provide a unified payment system and conditions of employment. In the single status culture organization for all Employees have an expectation that is all employees will be treated the same way, will not consider their jobs as well as the nature of their contract.Principal employee services and benefits to offer to employees at AG Bells ltd is to all employees afair pension, sick pay, medical insurance training opportunity and paid vaca