Management and Organizational Studies 3342A/B Lecture Notes - Printed Circuit Board, Absenteeism, Railways Act 1921

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Published on 21 Apr 2013
School
Western University
Department
Management and Organizational Studies
Course
Management and Organizational Studies 3342A/B
Professor
MOS 3342
Monday February 25, 2013
Chapter 1-6 and appendix 314 329 from textbook, plus class handout and Harvard
busienss review article “how leaders create and use networks” January 2007, and
lecture content
Approx format:
o M/C 15 q @ 2 pts each 30%
o T/F 15 @ 1 pt each 15%
o S/A 5 q @5 pts each some with choice) 25%
3 q @10 pts each (some with choice) 30%
Chapter 6 Person-Based Structures
Skill based structure
links pay to the depth or breadth of the skills, abilities, and knowledge a person
differences between skill based and job based pay systems?
Compensation us based on the skill or skill units an employee is capable of
performing rather than jobs
Mastery of skill units is determined through measurement and the certified
Individuals are paid for all the skills for which they have been certified, regardless of
whether the work they are doing requires all or just a few of those particular skills
(i.e. pay changes do not necessarily accompany work reassignment)
There is little emphasis on seniority when determining pay
Skill based terminology
Skill path (category)
o Grouping of related skill blocks of varying skill levels that represent all
activities of a single job family or steps in a process; for example: balzer
ADMIN, SALES, TOOLS etc
Skill block
o Grouping of skills, activities, or behaviours; for example: Balzer
o Types BASIC = 4 skill blocks
Skill
o Smallest unit of analysis a specific statement of what a person does;
soldering a circuit board
Types of skill based pay plans
Specialist: in depth
o Surgeon, French teacher
Generalist/multiskill-based: Breadth
o Pay is based on the range of knowledge specific to a group of related job
(administer, manager)
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Purpose of the skill based structure
Support the strategy and objectives
Support work flow
Fair to employees
Motivate behaviour toward organizational objectives
“How to”: Skill Analysis??????????
Determining the internal skill-based structure
Basic decisions
o What is the objective of the plan?
o What information should be collected?
o What methods should be used to determine and certify skills?
o Who should be involved?
o How useful are the results for pay purposes?
Why use a skill based system? Could there be any disadvantages?
Potential effects of a skill-based system
o Advantages
Higher productivity
Lower costs
Higher quality
Lower staffing levels
Lower absenteeism
Lower turnover
Improved relations with labour
o Disadvantages
Average pay of employees likely higher
High labour costs if productivity increases do not offset additional
costs
More complex system
Requires a major investment in training
Person based plans
Competency based pay structure
o Competencies
Underlying, broadly applicable knowledge, skills and behaviours
that for the foundation for successful work performance
Independent of a job or position
Can be transported from one job to another
Contrast of trait/behaviour based competencies
Trait based
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Document Summary

Chapter 1-6 and appendix 314 329 from textbook, plus class handout and harvard busienss review article how leaders create and use networks january 2007, and lecture content. Approx format: m/c 15 q @ 2 pts each 30, t/f 15 @ 1 pt each 15, s/a 5 q @5 pts each some with choice) 25% 3 q @10 pts each (some with choice) 30% Compensation us based on the skill or skill units an employee is capable of performing rather than jobs. Mastery of skill units is determined through measurement and the certified. There is little emphasis on seniority when determining pay. Skill path (category: grouping of related skill blocks of varying skill levels that represent all activities of a single job family or steps in a process; for example: balzer . Skill block: grouping of skills, activities, or behaviours; for example: balzer, types basic = 4 skill blocks.

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