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Author(s)
Tsui, Lap-fung.;
Citation
Issued Date
URL
Rights
1989
http://hdl.handle.net/10722/38126
- CASE SWDY OF A
A dissertation submitted
fulfilment of
the
degree
of
the
in partial
requirements
Master
in
for
Business
r:
Acknowledgements
I
!~
I would like
to express
my thanks
to my supervisor
Mr. Gilbert
Wong
~
without
of the dissertation.
presentable
Finally,
in the preparation
I like
to dedicate
her thoughtfulness
this
me to
make the
Also,
report
handwriting.
paper
and support
to my beloved
wife Deborah,
this MBAProgram.
-------------------------------------
,/
"
Contents
Page
Olapter 1
Introduction
1-2
Chapter 2
Salary Administration
and the role of job evaluation
3-12
Chapter 3
Practical issues
in salary administration
13-31
Chapter 4
32-36
Chapter 5
37-39
Chapter 6
40-45
Chapter 7
46-51
Chapter 8
Chapter 9
57-61
Chapter 10
62-69
Chapter 11
Conclusion
70-71
Appendices
Bibliography
and
52-56
Table of Appendices
Appendix 1
Appendix 2
Appendix 3
Appendix 4
Appendix 5
Appendix 6
Appendix 7
Appendix 8
& Practice
Cllapter
1
INTRODUCfION
administration
policies
and
procedures.
This
is
done _by examining the effects and results of the implementation and
operations of a-Job Evaluation System in a large utility company in Hong
Kong.
The company had employed Hay Associates commencing Jan 1984 to conduct
job evaluation
Today,
Hay
has
actually
dominated
the
market
of
Job
Evaluation
consultancy work in Hong Kong and many of the large companies use Hay
method to evaluate their executive jobs, just to name a few, hong Kong
Bank,
Jardine,
Swire,
China
Light,
Hong
Kong
Telephone,
Cable
&
Wireless HK, Royal Hong Kong Jockey Club, and even the Government.
With more and more companies adopting their system, Hay's remuneration
database expands significantly and more companies are then tempted to
use their
service
Other consultancy
reliable
and extensive
companies
like Wyatt
,;;;-.
administration
project
in
1984.
I worked
at
the
and
Salary
Administration
had
benefited
me
in
practising
administration
designing
techniques
and developing
and
procedures
computerised
performance
as
well
payment
as
in
systems.
project.
In the later chapters of this paper, the exercise that was conducted
.As
compensation and benefits has become one of the most essential Human
Resource areas and the Hay process has been so popular nowadays, it is
hoped that these chapters can serve as reference in understanding the
practical
issues
involved,
rationale
adopted
and
difficulties
administration
system
the effectiveness
will
also
be
of the established
assessed
to
salary
see whether
its
- 2 -
a theoretical
and
,;;;-.
Olapter 2
2.1
Armstrongl
design,
viewed
development
salary
and
administration
maintenance
as concerned
of
salary
with
systems
the
'which
control
over
gradings,
individual
salaries
and
..;.;-.
- 3 _
The
relationships
between
the
various
components
of
salary
Policy
Structure and
Develo ment
techni ues
- job
- salary
levels
Pa ents
- salary
analysis
- salary
grades
- job
progression
- total
remuneration
- communicatio
- salary
- salary
- grading
levels
jobs
- fixing
- employee
surveys
1m lementatio
budgets
- remuneration
evaluation
- salary
Procedures
benefits
costs
- Internal
structure
- External
salaries
- consultatio
trends
- salary
and
reviews
ne otiation
continuous assessment
of pay
policies to the design and application of the techniques which are the
basis
for
the design
of
salary
Salary administrationprocedures
the
structure
and
to
structures
and
benefit
packages.
implement
policy.
Continuous
assessment
of
updating
in
and
adjustment
of
the
system
circumstances.
- 4
-
response
to
changing
2.2
2.2.1
Organizational Objectives
which
allows
companies
to
is to develop
attract,
retain
and
equity
acceptable
in pay
differentials
for
similar
between
jobs
jobs
and
agreed
provides
to
be
of
circumstances,
such as
changes
in the
- 5 -
relative
2.2.2
Individual aims
that
like
of his worth.
for
expect his
with inflation
2:2.3
own valuation
in the organization~
salary to increase
fairly
similar jobs
He will
he is being treated
He will
also
in line
with his
own
salary
in
to keep pace
A pay structure
has to be internally
competitive in order
to satisfy
and staff.
Staff
can feel
and yet
feel
fairly
unfairly
receive
similar
paid
less
or
if
they
think
are
Porter
there
as in Exhibit 2-2.
- 6
-
other
they
do
and Lawler
types
of reward
Outside comparisions
Dissatisfied
Satisfied
High turnover
absenteeism
Complaints about what
people elsewhere receive
High turnover
High absenteeism
Many complaints
High level of political
activity
Exhibit 2-2
Dissatisfied
resentment,
political
High level of
political activity
Many complaints
about unfairness
of system
internal
comparison
dysfunctional
activity
even
complaints,
though
leads
and
to
high
feelings
levels
of
of
with
to engage
in the administrative
job evaluation.
- 7
-
practice
of
2.3
Job evaluation
of jobs and measures the relative value of the job, not of the
job holder.
methods,
between
'whole job!
and
job
rating
and
factor
three
jobs.
universal
factors
- 8 -
to
compare
jobs:
knowhow,
the
job.
of all
skills
Problem solving
original thinking
required
by
the
the
job
amount of
for
arriving
on the job.
d.ivided
value
into subfactors.
for
of
of
the
factors
Thejob will
across all
A set
.These three
for
and the
are
at
actions
in
turn
be assigned a point
total
of points'
Hay Evaluation
Guide chart
is
attached
in
Appendix 1.
against
salaries in
and strength
in all
that
relationship
market rate
between Hay
method and
than
it
is
with
in
other
possible
the
market
to
plot
company salaries
- 9 -
surveys.
the
to
With
this
market rates
and
indicate
relative
Qmdrilli
of
The
problem is that pilots with major airlines often make sixfigure salaries, but there are no organizations in which
first-line supervisors make comparable salaries~
If one were
Role
of
evaluation
John
Gilbert4
job
classified
the
important
elements
Objective
Method
Internal Equity
External competitiveness
Reward individual performance
Flexibility
Exhibit
Method
2-3
Remuneration
Job Evaluation
Market comparisons
Salary Range
Evaluation & Policy Review
Objective
&
of
- 10 -
In his
with
that
rebuttal
to the article
point-factor
Job
Evaluation',
Roger
Plachy
is used effectively,
it
asserted
has a clear
fourfold purpose~
organization
to establish
to the relationship
amongjobs
job structure
can be used to
and
being
accountable
efficiency
in their
for
particular
jobs,
pay,
employees fairly
performance
and
areas of responsibility.
Job evaluation
concepts
and
techniques
they
measurement
value
that
it
is
that
it
is easier
to work within
to work in chaos.
an identified
process,
logical,
structure
clear
With a
change objectively
rather
than resorting
to
the
- - 11 -
learn
value
job
evaluation identifies
points
the-
the
way to
value
of
performance.
Job
increased
qualify
also identifies
job
for
skills.
higher-paying
it
relative
has
communications and
value
invol ved
creates
of
jobs,
but
managers
and
better
throughout the
employees
understanding
requirement.
The result
be a readily
in
of
job
can be built
contribution
structure
and that
to
the
can
upon
managers and
organization
and can be paid for what they do and for howwell they do it.
- 12 -
Cllapter 3
Practical
administration
issues
issues
to the success
of any salary
of
administration
system.
3.1
:-
Market rate
forces
in remuneration policies
what other
and
internal relativities.
question
the
of
'Market
Pricing
vs
,
Internal
ten
years
ultimate
"There is a clear
equity
In
order
as king
to
shift
in the
to market pricing
stay
in
business
as
with
last
the
the
of
business.
where
we
get paid
on
to
We started
with
emphasis on internal
Then little
by little
equity
recognise
companies, especially
individual
markets.
In
compensation marketplace.
"
_ 1"' -
Indeed,
the
problem
of
the
going-rate
category
of employee is a headache
concern
for
particular
Usually, the main effects of the market pressure are on the 'market
orientated' jobs in a compariy, i.e. jobs that are fairly uniform
duties
and vocational
area.
emigrants
requirements
to other countries.
as
among firms
in the
local
in
of
with
under
Thus we see
many of the Finance people, and then Data Processing people and then
Human Resource people and many other professionals left Hong Kong at
different
for
Anmstrong suggested
create a separate
be
internal
comparisons
and
additional
jobs
or
Of course, there
administrative
complexities.
- pay a market rate premium to job holders who retain the original
grading given to their jobs.
red circle the jobs i.e. place them in a higher grade (a personal
grade).
recruit
staff
restricts
at a higher point
in the
salary range.
creates
This
another common
None of these
such
solution
evaluation
in section 3.2.
exists.
reflects
If
one
believes
the relative
permanently.
effect
of
the
market
circumstances will
that
good
worth of different
solution 'because no
jobs
job
in
pressUre
is
to
last
long.
The
3.2
Pay Compression
forces
the
to' attract
skills
into
match the
employer to
the
pay higher
organization.
going rate
salaries
1hus the
of the
relevant
competitive~
Unless salaries
organization,
tries
labour market to
to
remain
organization
scarce
and
One
will
argue
then why
leave
the company.
employees
is
to
secure
job
offers
job
is
diminished
consideration,
retraining,
adaptation
personal
non-monetary rewards,
to
move
by
from
one
factors
to
new
status,
such
as
provident
environment,
family
fund
training
obligations
and
and
other
to
another
are
rewarded
with
in the company
less.
Pay dissatisfaction
is
likely to follow.
starters.
Nowadays
it
is
not
astonishing
that
these
The
further problem for these new joiners then is that there is not
adequate salary
lack
the
order
progression
of promotion
within
opportunities,
the
grade
they will
and
if
in the
some companies
use methods
In
like
job
job movement
1(, -
new staff
at
higher
regularly
practice,
for
company often
comparison with
payroll
control
existing
salary
market
purpose,
outside,
than
internal
reviewed in
cost
rates
levels
rates.
salaries
In
within
almost
inevitable~
factors
to
but costly
salary
structure,
these
are
the
brighter,
promising
3.3
Motivational effect
identifying
their
outstanding
performers
accordingly,
said
Lance Berger8,
executive
ManagementConsultants.
"enough differentiation
truly
Berger said
while
that
outstanding performance."
show that
of
compensation dollar?
By
and
more than
rewarding
vice-president
companies did
Compensation comparison of
States
stars
of performance pay
for their
for
flexible
immobile staff.
given
and
of
increases
difference
the
make
and
those
1986 Hay
1000 organizations
in
the
for
Hay
not
them
outstanding
achiever
not
significant
a $66
enough
or to show
are valued.
.;.;-.
Berger
said
that
reallocation
would be necessary
driving
in
order
up pay costs ,
increase
up
performer's
to
an
increase
of
to
solve
for
the
merit
average
of
3% to
increases
dilemma, short
recommendedpushing the
He
to
budgets
12%,
limiting
4% and
giving
of
outstanding
the
no
average
raises
to
below-average performers~
situation
for merit
an average
performer
for outstanding
expected,
will
be
employee will
merit
of high
the
around
be
The
At the years
is similar.
4% - 5%merit increase.
8%merit increase.
increase
23%.
strive
inflation,
salary
increases
19-20% while
It
is
hard
of
that
unlikely
under
say in
that
this
kind
on promotion as its
major
motivational
reward due to the low flexibility.
.;.;-.
- 18 -
compensation
to achieve
system as well
it.
9
Hills
as performance
tabulated
seven conditions
is that
'the organization
for
the
managers
to
give
appraisal
must
As
that
One of
be willing
to
it is a general
lenient
tendency
to
forced distribution
of rating),
this has
caused
another
Theory of Motivation
to summarise
efforts
performance
will
motivate
them
to
maintain
and
improve
If
- 19 -
3.4
Performance-related
in an organization.
the
salary,
the
are
grant
organization
is
in
fact
granting
the
in
succeeding years.
Allan
Yeung, Manager,
presented
in
the
Reward
1987
Management
Hong
Kong
salaries
significant
for local
Practice
OverviewlO
companies
employees
increased
profits
related bonuses.
were
with
using
their
was
8.7%
the
employees
but
there
and challenges
in
was
reason
mechanism
through
major
increase
The major
the bonus
The advantages
that
that many
a
was
to share
performance
of performance
related incentive plans as viewed by Allen Yeung, were :- additional ~ealth generated by good company could be passed on
to those employees who contributed significantly
in generating
it
- profit related programs if properly constructed could increase
morale and the chance of meeting business objectives,
- perhaps most importantly profit or performance
were
not
institionalised
into
the
salary
related bonuses
scales
and
were
way,
reflecting
individual contribution.
- 20 -
both
business
performance
and
in
and
the company.
For
in
the
competitive
organization's
market. Productivity is
the
of
.;,;. -
KCRconsidered
the
productivity
scheme as very
successful
with
revenue per employee rose from $274K in 1985 to $40lK in 1987 and
manpowercosts as a percentage of revenue decreased from 27% to
22%.
business
that
the
increase
was due to
factors
in New territories.
Also,
such
since
as
the
effect
significant.
For
technology
lines,
to
individual
other
performance
companies adopting
improvement, introduction
of
may
not
similar
be
scheme,
new business/product
of
the company:
It
is vi tal
the
perpectual
overlooked.
related
effective
effect
of
salary
incentive
scheme.
In
schemes, the
not
and
be
by developing performance
and
following
factors
implementing
should
be
:-
must
Large differences
between individuals
style
cost,
should
designing
Company culture
confrontational
payroll
increase
incentive
its
style.
be
ready
for
variable
or groups require
One should
also
'individual'
or 'team'
- 22 -
remuneration.
a more
check whether
incentive.
the
to
of
performance-related
performance
beyond management
recession,
It should be remembered
payments
by the company.
standard
If
depend
on
external
good
overall
economic
factors
that
into
pay.
proportionate
to
achievements
and
constraints
fund
salary
maintained.
')1:.
and
cash
between
incentive
is
3.5
Communication policies
Organizations
communicate
differ
about
organizations
widely
their
pay
in
how
much
system~
information
At
one
extreme,
people
they
some
from
individuals
can
and
do
recei ve ~
At
the
and
the rewards
other
extreme,
pay is a matter
IS
for maintaining
a secrecy
policy, an underlying theme being the need for control and the
ease of such control in an environment of ignorance.
Secrecy
is
over
salary differentials.
secrecy by keeping
policy
organization,
avoids
creating
unnecessary
requirement
- 24 -
waves
In turn, a
in
of preparation
the
of
people
have
trouble
understanding
the
relationship
Lawler I s general
conclusions
Secrecy
causes
estimation
errors.
philosophy
of
and
Secrecy
thus
reduced performance
a reflection
has
apparently
various
motivation.
cooperation
with
Prentice
Hall
involving
1065
in
lZ
respondents ,
increase.
Similarly,
the morale
of employees
regarding
_ Ie:
the same.
communication
policy~
It
is
a matter
of picking
the
overall
culture
and
types
of
behaviour
for
organizational effectiveness.
people to ask questions and share data and it fits well with a
high-involvement
concentrated
culture.
with
an organizational
management
style
IS
It fits
that emphasizes
determined,
communication
it
is
is essential
always
an
changes
and
the
understood
important
element
that
effective
for
successful
to
rights
responsibilities
of
the
- 26 -
3.6
In determining
and choosing
the
type
of
3.6.1
a more
tightly defined
treated
consistently.
pricing
Large corporations
these
jobs
and
must develop
take
into
rules
consideration
as
determined
'formulation.
Smaller
through
job
companies,
evaluation
with
main
in
their
emphasis
on
- 27 -
3.6.2
Product/service of organization
to cater
in the market.
For
and
their
market-driven.
pay
systems
Highly
higher calibre
are
di versified
usually
more
companies
find
3.6.3
association
Companiesshould realise
that
union
membership in
development of a difficult
Where collecti ve
salary policies
could result
their
in the growth
organization
industrial
bargaining
ill-defined
exists,
relations
the
salary policies
and
the
climiate.
ability
of
and be seen to
- 28 -
In fung
adopt
strong
executive
and most
leadership
other employers
in determining
pay.
etc ~
very
Their
few
presence
companies
influence
engage
negot iat.ions ,
Nevertheless,
it
that, especially
under
buoyant
the
is
pay reviews
in
general
labour
pay
trend
market
will have
louder voice and will have more influence on the pay raise
and related decisions.
to
communication
become
the
art
of
negotiation
and
3~6.4
Management
can utilise
reinforce
and
organization.
define
pay
system
the
to cope with
company's
culture
or
to
and
participative culture.
be elaborated to link
3.6.5
Ability to pay
consider
the
variability
of
pay
function
of
the
as
of companies rewarding
carry
perpectual
cost
of
salary
increase
along
to
subsequent years.
3~6~6
Business strategy
Pay
policy
should
major business
synthesize
strategies
and
with
the
help
to
organization
support
business
objectives
and
planning,
results.
Ellig
motivate
13
toward
suggested
goals
that
pay
and
reward
planners
desired
should
ask
issues?
- How should I be involved in developing these strategies?
Pay
programs
organizational
should
needs
be
and
compatible
pay
and
administrators
consistent
should
with
help
- 30 -
3.7
Summary
reinforces
and attitudes.
On the contrary,
haphazard way,
pay
policies
and
fairness.
affecting
this
effective
violate
In
if
the
employees'
chapter,
salary
the
values
major
administration
issues
job
salary
and
administration
of
management
equity
and
and
factors
forthcoming charter,
evaluation
other
up and operating
system in
large
utili ty companyis reviewed and one can examine how the various
issues
affect
the system.
- 31 -
of
Olapter 4
4~1
Background of the'Company
In
1984
when
exercises,
centenary ~
it
the
company
was
Like
just
other
started
going
to
utility
the
job
ce1ebriate
companies,
evaluation
its
the
first
company
is
able
to
operate
under
simple
and
stable
environment.
chart of the
company
in
The company
was divided into six Business Units and five Branches and had
more
than
12,000
employees,
with
more
than
1,000
being
executive staff.
The annual payroll cost in 1984 was $S80M, being 30% of the
annual turnover.
- 32 -
company.
fuwever,
there
association
is
Consultative
allowed
to
be used
Staff's
views
on' salary
.they are
.revision
and management.
quarterly
can
only
Staff
all
and
debate
be
senior
not
salary.
for
Consultative
staff
for
is.
raised
Joint
by
Consultative
body to
The Senior
appointed by election
Joint
between staff
a negotiation
management's consideration.
Commttiee
formal
Committee meets
as
being recognised
and
a maximumof
4.2
for its
scales
executive staff.
job evaluation
The classification,
grading
exercise
and salary
Expatriate
Monthly
Grade Salary Scale
No.
of
Staff
Local
Monthly
Grade Salary Scale
NO.
of
Staff
Head of Division/
Asst Chi.ef Fngr
20
27750 - 29500
Dept Head/
Executive Engr
IV
24900 - 26400
24
20400 - 21900
47
Senior Contro11er/
Senior Engr
21130 - 23200
12
14475 - 17675
201
-~
Controller /Engr
9285 - 12975
47
Asst Control1er/
Chief Technical Offr
AC
7265 - 9065
18
56
91
:~
.~
f{g'
~[i}
~
~l tlG
S
'
r u'anj""/.Ue
, ,~"':r
...[.;..I.
It =-'_
sA
- 33 -
(In
also evaluated but this was outside the scope of this study).
There
were
four
major
reasons
for
the
need
of
job
4.2.1
of the
salary
structure
revealed
that
grade
spread at the top grade was very narrow, e.g. Grade B (6.4%)
and Grade C (7.4%) when compared with that of the equivalent
job in the commercial sector which, in general, ranged from
40% to 50%.
in the
grade spread, e.g. 22.1%, 39.8% and 25.7% for Grade D, E and
AC
respectively.
mid-point
progression
There
progression
between
was
also
no
consistency
pattern
and
so
grades
leading
no
to
in
the
standardised
inconsistent
promotional increases.
4.2.2
salaries
for local
company was the only utility company in Hong Kong which had
not implemented a common salary policy.
- 34 -
4.2.3
to achieve
to
promote staff for good performance which was more costly than
additional salary increase.
4.2.4
Grade drift
There had been a rapid increase in the number of senior 'staff
(454 in 1978 to 953 in 1983, more than 100% increase).
The
the control
of
as
basis
for
designing
and
developing
proper
salary
in
- 35 -
third
qualified
party.
reviewing proposals
it
stage
the
consultant' should
be
of the Benchmark
jobs only~
evaluation,
so that
staff
were then
employed to
form the
salary
staff.
Three
administration
for
Appendix 3.
- 36 -
was also
planned as shown in
Chapter 5
non-benchmark evaluation.
Job descriptions
in Appendix 5.
determining the
scores
on
- 37 -
benchmark
Appendix
job,
which
is
an
extract
of
the
from
an
all
non-benchmark
job
holders
of
63
training
sessions
were
conducted
by staff in
by
outside
member
the
function
being
responsible
for
evaluated,
the
function
Benchmark
and
one
- 38 -
5.3
Grade
Range
Medium
Mean
HOD
equivalent
III
900 - 1193
930 - 1157
1055
1080
1020
1068
Dept
Head
equivalent
IV
641 - 843
505 - 819
777
737
770
713
Senior
Controller
equivalent
424 - 485
330 - 575
460
460
455
447
Controller
equivalent
228 - 411
330
329
AC
equivalent
AC
199 - 338
244
250
All
score figures
weighing factor.
- 39 -
with
Chapter 6
Based on the evaluation score points and salary data, a trend line was
derived from linear regression as follows :-
where
= 22.3
= score point
0.548 x
As the evaluated score points and original grading were quite in line,
no major restructuring
6.1
in the design of
anomalous
posts
due to
serves
as basis
for
in point
of
a consistent
- 40 -
spreads
the design
and
as
salary
After
many
work
and
rework,
the
scorepoint
ranges
for
Score Point
Range
Point
Spread
Mid point
AC
193 - 276
43%
234
277 - 396
43%
336
44%
DIV
397 - 576
45%
486
45%
C/IV
577 - 840
46%
708
46%
B/III
841 - 1224
46%
1032
46%
Grade
The
grade
structure
has
approximately
45%
Difference
between grade
point
spread
and
Administration
No. of
job with
new
grading
below
original
grade
No. of
job with
new
1
1
5
1
1
Engineering
III
C
E
AC
12 D
14 E
LO
Finance
3 E
2 AC
"5
Marketing
33 E
2 AC
35
Total
1 III
1 C
17 D
51 E
5 AC
7!
3 AC
1 IV
2 E
6 AC
5 E
"8
"5
1 IV
7 E
- 41 grading
above
original
grade
"3
17
AC
,,',;.
6.2
Design of salary
Main factors
salary
structure
taken
structure
into
consideration
were as follows
in the design
of
the
:-
to adopt commonsalary
and local
to minimise
or under-paid
salary
to
over-paid
posts
staff
structure
have overlapping
in
scope of progression
salary
within
ranges
to
allow
greater
increase
to
achieve
salary
Again,
consistent
and logical
after
80
100
120
50%
116
145
174
50%
D/V
168
210
252
50%
C/lV
244
305
366
50%
354
442
530
that
mid-points
overlap
45%
7%
45%
7%
45%
7%
45%
7%
50%
the
structure
:-
Newannlla 1 Base
Salary + Bonus
($000)
Salary
Grade Min Midpoint Max Spread
B/lII
in
structure.
AC
relationship
structure
Grade V.
Original
range of
new base
sa l
ary+bonus
95 - 119
121 - 170
189 - 23l(D)
276 - 303(V)
268 - 288(C)
327 - 347(IV)
366 - 389
is shown in Appendix
anomalies.
of this,
the
11
6.3
Treatment of anomalies
of
anomali es :-
their
be
graded
above
their
correct
grade,
In other words,
no
they
The
Company would
through
try
restructuring
to eliminate
of
jobs. and
over-graded
redeployment
anomalies
of
staff
graded
Job
holders
affected
would
be
individually
notified
by
respective HODs.
The
policies
ensured
rectification
of under-graded
posts
to
- 43 -
6.4
However, this
:-
cost
were justified
Wtih
the
overlapping in salary
the
salary
scale
However, as this
recrui ted only,
On the
staff
other
very
scales,
in order
acceptance
the
salary
ranges
could result
would affect
the existing
in
the
staff
lower salary
cost.
new promottee or
new
especially
to the new
existing
grades,
limited
salary
grade.
Tnese
staff
grade
maximumwould result
would also
relieve
The increase
in higher
pressure for
salary
the
however, it
- 44 -
cost,
of
with market.
the Q3 rate
above third
with
quarter
(Q3)
cash
company
paint
below
rate.
For
to
steps
- 4S -
level
score
in
intention
market rate
to
reference
higher
It was also
to bring
its
through adjusting
the
salary
future
Chapter 7
setting
structure
became effective
on 1st
all
the staff
July
1986.
On the
incremental system to a
under this
Management Job
Evaluation exercise~
7.1
In order
to
cater
for
the
increments
anniversary date,
were
granted
to
individual
increment to all
staff
for
all
whose salaries
- 46 -
previously
staff
at
the
incremental dates
general salary
by providing
maximum.
As
fixed
in
July
revision.
1986 a
7.2
to the pro-rated
senior
staff
in
in
July
1986 subject to the ceilings
gain
their
acceptance to
scale,
so as to
The
:-
salary.
The
Individual staff
according to their
performance rating
Performance Rating
Note
Percentage Increase
3.6 - 4.5
2.6 - 3.5
1.6 - 2.5
0.6 - 1.5
the companystarted
"-
to adopt an appraisal
system based
1985 to prepare
ensuring it
fell
in his
range
- 47 -
An analysis
the more senior grades had a higher rating - 18% B rating for
Grade C/IV and 16% B rating for Grade D/V against 10% B rating
for
lower
grades~
(Note
following
the
Management
Job
personalised
staff
and
their
salary
increases
were
The average
received
received
14% overall
13%).
increase
Nevertheless,
while
the
the
Crating
supplementary
,;;;-.
- 48 -
7.3
those
of
the
1986
supplementary
performance
increase.
to
The
a
Performance Rating
Percentage Increase
7.1 - 10.0
4.1 - 7.0
1.1 - 4.0
The pattern of more senior staff got higher rating still existed,
viz. 39% B rating at Grade C, 30% B rating at Grade D and 13% B
rating at lower grades.
- 49 -
increase
for
that for C
HOD found
with
average
general
the
performers
value
of
under
the
significant
4% Division
pay
budget
difference
and
in
was
not
yet
result
of
the
7.4
Staff
at
grade
maximum
suffered
most
as
started
to curtial
br ight
While
the salary
movement
in order
to
increase
subject to the new grade maximum, the salary ranges, both minimum
and maximum, moved up by only 3%.
average
To compensate
for this, the company granted a one-off exgratia payment to all the
staff on grade maximum.
which could hardly compensate for the loss of the staff' s future
provident fund, since the provident fund calculation was based on
final
salary
service.
formula
and
those
staff
usually
had
very
- 50 -
long
,;;;-.
7.5
Conclusion
the motivational
effect
of the performance
pay
system
was
for
Due to 'their
salary being higher, the effect was that on average all staff
would receive lower percentage increase due to the divisional
budget constraint.
affected
if the
,;;;-.
- 51 -
Cllapter 8
8~1
Communication strategy
and the performance pay system, there were also other minor
changes in staff benefits.
8.1.1
the c~~ges
were
likely
to
offset
the
aspects
of
few uravourable
the package
as a w1101e.
8.1.2
&
above)
Representatives
While
And
Staff
withheld
aspects
to both
This demonstrated
from
staff
and
differed,
line management
the same
and staff
that no information
therefore
helped
was
to reduce
8~1.3
&
was
possible
of
spread
dissemination/interpretation
8~1.4
as
small
rumours
to line management
as possible
due
to
and
avoid
wrong
to
of information.
It
incentive.
It avoided unnecessary
greatly
relieved
staff's
management's credibility.
- 53 -
guessing,
and
improved
8.2
Time Scale
Subject
Oct 1985
Nov
Communication
1985
to
Senior
Local
Staff
and
Committees in a
joint meeting.
Early Nov to
End Nov 1985
in writing.
Early Dec 1985
Management
to
give
feedback/reply
to
8.3
Individual
salary
and
amount
of
performance
increase
- 54 -
became
8.4
The result
of the process
Staff
only raised
or uncertain areas.
a certain
After
clarification
notice
advising
Mministration
and salary
all
the
on technical
by management,
Subsequently an
changes
manual explaining
questions
as
the
to all
well
information
as
Salary
staff
1986 respectively.
factors,
the
be
there
aware
disadvantages
also
not
(e.g.
promotional increase,
too
much
lowered grade
possible
maximum.
)
- 55 -
and staff
concerned
were not
about
future
minimum affecting
future
future
curtailing
of
grade
they
were paid
below
salaries
not
that
packages.
their
salary
their
individual
staff
which was
personalised
influence
Q3 rate,
Also,
disclosed
exercise.
As Hay survey
to
staff
other
other
since
they
immediately after
'They, being
to
staff
line
staff
Moreover, at
Consultati ve Commttei e
the
managers,
on the
that
Job
did
acceptance
time,
i.e one-half
six
had
Evaluation
have
of
of
become
certain
the
whole
the
Joint
memberswere HODs.
acted as
The help
from the
line
- 56 -
critical
most.
for
the
Olapter 9
relating
9.1
administration system
to the salary
administration
administration
review.
A standing evaluation
quarterly
to evaluate all
have to be first
up to
meet, at
new/changed jobs.
to warrant re-evaluation.
will
is
line
management's responsibility
to
these
least
update
all
It
job
as necessary.
to evaluate jobs,
gradually
Many
HODmembers. In 1988,
the
company decided
job evaluation.
evaluation,
If a job is
the relevant
upgraded as a consequence of
job
decide whether or
9.2
The
following
policy
applies
in
processing
salary
at
9~2~1
Promotion
by the new
salary
s present salary
scale,
15%
is already overlapped
salary
increase
will
be offered subject to :
. the new salary is within the lower quartile of the new
salary
scale which
under
normal
circumstances
is
will be recommended
- 58 -
by
9.2.2.
Hiring
Qualified
New starters
previous
who are
experience
qualified
in terms
of qualification
and
lower quartile
salary
of the range.
Specialist
Where a new starter
unique
is
competence to
a specialist
perform
salary
cases
justification
rare
and
will
generally
only
in
the
be
occur
field
particular
quartile
also
the
or
job,
starting
In such
of the range.
necessary.
has
will
be
price
so
are
when
the
This
market
dictates.
At present,
usually
This
paid
higher
phenomenun is
grades
i.e.
relatively
housing
than
the
and passage
given
lower
more prevalent
not so attractive
the existing
less
under
staff
don't
of
especially
their
This
for
benefits
compared. with
allowance.
as they
quartile
has
understand
Grades
caused
the
range.
lower
package are
C & D with
pressure
why they
- 59 -
the
to
receive
9.3
Annual salary
review
In July
of
increase
increase
takes
price
each year,
index
into
the
company grants
consideration
increase),
pay raise
to
general
staff.
The general
inflation
of
salary
rate
(consumer
Government and
other
As the
curtailment
very
of the salary
significant
line.
In
if the
1987,
regarding the
range
staff
had
strong
and they
be
representation
challenged
As a result
compile salary
above Q3 rate.
movementwould have to
made a
2% curtailment
Hay to
the
by 20%',
of this,
comparison with
was better
strongly
the company
the
but still
Utility
slightly
policy.
As a matter
of fact,
after
few years
n~w salary
system, staff
reputation
of introduction
of the
there
Consultant
whose reports
company is
of Hayr s survey.
not
structure.
refuses to do so.
- 60 -
They raise
high
many
always
up to look at
and
the
the
implementation
and
operations
and consequences of
of
the
- 61 -
salary
Ways to
O1.apter 10
Since
the
the total
overall
review of results
number of senior
increase
of 30%at
staff
rate
dropped
difficult
and productivity
since
25% of
both
are
profit
total
operating
Staff
and productivity
tremendously during
The staff
these years,
has
cost
costs.
concerned.
h:>wever,
from 30% to
of 6.7%.
It
also
is
quite
always
questioned
(profit/employee)
they should
has
has
be eligible
that
increased
for
better
remuneration packages:
On the other
improvement in profit
margins
mainly
savings
as
is
a consequence of
to junior
that
with
staff
ratio
Nevertheless,
has also
this
Also,
more senior
managing activities
external
as well
cost
significant
The senior
due to
the
staff
as
are
reacting
environment.
- 62 -
junior
has
required
to
staff
the
for
planning
been
of
and
The company
reduce
staff
complaints
about
Before
internal
exercise,
relativity
problem.
lot of requests
were
In the
with
the
abolition
gradually
accept
beginning
of
of
the
the
pay
fixed
for
incremental
performance
the
company
system,
staff
concept.
At
the
introduced
the
job
or
train
responsibility,
results
staff
to
accept
orientation
as well
as
different performance.
- 63 -
to
understand
accept
goals
different
pay
and
for
However, it does not mean that there is no room for improvement for
the system.
can be made:-
10.1
Objectivity of system
In
view
of
the
small
number
of
grades
involved,
and
problem
of
evaluating
jobs
into
the
wrong
grade.
One
shortcoming
of
evaluation system
the
operations
is that
of
it relies
the
present
job
solely on the
line
planned
descriptions.
system
to
keep
and
maintain
Usually,
line
managers
only
updated
job
submit
job
an annual target of reviewing say 10% of all the jobs and ask
line
managers
to
submit
rewritten
job
description
for
updating
job
descriptions
where
necessary
- 64 -
for
,;;;-.
10.2
the linkage
between
performance
and
and guidelines
for
The difference
in pay
raise
between
good
and
average
average
performance;
for
the
1%
staff
with
- 65 -
for
Even
though
it is the
company f s
have
the
opportunity
to know
how
their
Also,
by
known to staff so
performed
when
Performance
pay
Division/Branch)
that they
should
can know
compared
to
the
system
without
be
made
how
they have
general
profile.
staff
knowing
the
cost
of
of
installing
more
rigorous
approach
of
improvement,
the
launching
of
incentive
At
the
introduction
system,
the
of
the
company has
considered
a fixed
relied
salary
for
the
adoption
on it to pay tax.
administration
staff
tax
of
months'
new salary
as much of
As a matter
of fact,
of
Accordingly,
it
is
times of salary).
perpectual effect
on grade
maximumas well.
to
adopt
necessary,
more rigorous
the
distribution
the
can also
to
of performance rating
the
the
if the company
approach later.
foster
use
As
deemed
of
forced
so as to differentiate
performance.
,;;;.
- 67 -
10.3
labour market
Under the
present
buoyant labour
particular
'market-categories'
market,
of staff
the
turnover
rates
for
senior
staff
in the
request
for
these staff
it relates
there
will
do not raise
For other
feet
to
market
and leave
be prevailing
because of the
the
shortage
aggrevating
staff,
the market place for them is limited due to the very specialised
as
skills
Interviews with
line
managers in
Personnel,
Finance and
have
the
easily
attracted
for
by other
these
such as housing
companies.
staff
the
for
the
problem.
Line
coming
Several
One is
can
and
risk
In general,
to
they
the potential
them up afresh.
at
professional
Marketing
term is
potential,
opportunities
provide
them with
other areas.
- 68 -
more
training
and
also
10 ~~~~
those wi
developme.
As
is concerned,
it
is not
increase
lot
the
of
The special
allowance should not be built into the salary range and not
be taken into provident fund or bonus calculation to avoid
perpectual cost.
and
One has
internal relativity.
choice
as
particular
to
which
category
to
consider
both
the
cost
and
staff
can
under
attract
market
- 69 -
and
pressure
retain
with
by staff at
Chapter 11
Conclusion
establish
new salary
practices
structure,
pay system.
controlling
and salaries
of
natural
wastage solve
company strictly
existing
let
grading and
salary
up a proper
staff'
- all
anomalous situations
jobs
is
staff,
and
resulted
in
much
employee grievance
and
dissatisfaction)
Another factor
the company
pay increase
and benefits
on
improvement.
and contribute
to
the
power and would thus influence those on lower grades to agree with the
new salary
system.
lower grades,
salary
As there
are significant
numbers of staff
in the
grades
cost.
- 70 -
In view of the
set-up
in
introduce
company's histortical
static
and simple
sophisticated
environment, it
salary
administration
of
fact,
evaluation
practices
the
system,
staff
being
agreed
job,
to
opportunities
understand their
is
not
bureacratic
advisable
or incentive
and committed to
system
and
to
system
performance appraisal
is already
also
background with
to
P.s a
the
new
job
salary
and policies,
to have a closer
responsibilities
but has
look into
thei,r
In the
change agent
follow
for cultural
up with
organization
vision
exercise,
development program.
and
Of course,
environment,
the
participative
managementstyle.
With
the
threat
as a
its
company also
has
of technological
staff
to
very
probably
with
the development is
to develop a flexible
to face
adopt
a
and
more
open
and
improving its
product or service
to lower cost.
On the
can contribute
much they
evaluation
administration
policies
Proper
job
and procedures
- 71 -
I~
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f-
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91
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Z ~
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i
g8
",I"
i
oio
S:jS;
I
~I
....
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~I~
:ill:il
"
~I
MI~ Ng
:el:e
~ ~I::!
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...
~1~
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. ~
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<
.... 8
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E
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2:
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v
a :u 6
41)
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1985
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System design
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committee
Evaluation
of benchmark jobs
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of internal
Communication
~ith management
results
Salary conversion
(alignment
of incremental
date)
& agreement
on benchmark
SALARY
STRUCTtJRE
Implementation
Propose
of new structure
I PAY FOR
I PERFOR}.iA.l";CI
iraining
&
communication
New
Setting of personal
targets & agreement
with supervisors
(trial for Grade 0
only)
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(for Grade D & above) for 85/86
Setting
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Appendix 4
QUEsrIONNAIRE'ill SUPPORT
POSITION DESCRIPTIONS
POSITION:
NAl1E:
REPORTS 'ill:
DATE:
APPPDVALS
EMPID't'EE
SUPERVISOR
Page 1 of 6
Appendix 4
ORG.ANISATION
Your Su oerior
(Title )
I
Other po sitions
report:mg to
your SUD_erior
.'
Your Position
Positions
Reporting To You
Page
2 of
Appendix 4
Irnoortant Realistic
Figures
fill
In those
if not
1983.
Revenue
Gross Revenue
(Annual Sales)
Exoenditure
.Annual Expense Budget
Annual Capital
Expenditure
Assets
Capital
Assets
Invest:I:rents
Funds Invested
Staff
Total ninber of staff
reporting to you
Directly
Indirectly
Other
Relevant Figures
Page 3 of 6
Appendix
Maior Activities
The rrost; important activities
..j.
you perzorm..
1.
2.
3.
4.
5.
6.
7.
Policies
and Procedures
1.
2.
3.
4.
5.
6.
7.
To wTIat extent do you follow policies or procedures.
plain wTIat policies or procedures you follow:
Please ex-
1.
2.
3.
4.
5.
6.
7.
Page 4 of 6
Appendix 4
Authorit7
Please list
those areas of your job wnere you need to gain approval
fran your superior, e.g. staff ing , capital expendi.turetwhac $ level)
prorrotnons , salaries,
organization changas , expense authority
(w-nac
$ level)
Decision :tA'..aking
What decisions
to your superior
Appendix 4
GHL
AYJl
What are the major results expected from your job and the type of
impact you have on those results)
i. e. Ensure completion date of
the building is attained by directing and centro Uing the subcon-tractor.
Contribute to managem:nts I control and plarming by providing timely and accurate financial accounts.
1.
2.
3.
4.
5.
6.
IlJ
.. ..,..... ~
~1
fS
Page
6 of 6
Appendi."'{-~j~
; HAY
If
JOB D::::SCRIPTICN
Job Title
Operac icns
Eng-ineeriP.g
to
Job
Ha:r.ager
(l-!ec...i:an-i cal
& E:lect::::-ic3.1)
Ope:r2.t::"ons
Ho Lde r
February
Da.ce
1983
PLP20S::
.
cnc.
elecp:-ic3.1
end rrecharucal,
!I:2.i..:.t:e:'lanc.oeperation
OJ:
:e~les.
._---
,-~
~...'.J. ::-
-_;._
~.:-.s~?
D:.-: I\Jc1.:
193'2:
~5J
I..E.tct:!!.""
E.zSSO cilli~
l;ac2.=ials
-,
and
G:-,/"" CJJC~( ~
:..s
".'._...
----......
..... - ... ......-.-.
.._._"'_"'.....
...-..:..
.. -
~.....
:.:l!:C:
'-"'l
Page 1 of 4
Append Ls--S
:.iH.rA
,'-
~~
passenger
Fezrv
schedule.
--
less
cr-rrirtz... ::;:-
,'-
=_.-.'::l~:"~-"..."-.'.~.,_.......~.~._.::)...':."-:-~-r_1 :--"\l;-~
.quantitative
targets
"t-:!arine maintenance
exists.
1.S
aIrrost; e...rtt:iI~y
or
in Unsocial
breakdoen
is to create.
reliabil:Lt-f
in service.
i'
w-hiSI-J.
is
_'""men' may ;
a mairicenance orgaruzatacn
is in the process
to carry
of opening
Corporatacn
',,' ...~";'"
routes.
'A:'
~Nhlc-i1fe;Xies- breakC6\~
prohieiks'
ari;~'if' f~=r:ies
..
be .:J:(.;creof
o;;vn
~t
a second
breakdcon
and
:',; :
return
jao
of ferries
S~ve::-e oper2t:ian:al
pez
to resolve
servicing.
clock for
problems
S ms.in responsibility
a. plc.!."'~e.c~i..2.!::!realc:l-.cugh
of
hc Idar
r.70St
~.:'i!.o;:
const ant Iy
occ-...::r.
In addition to r::..--.e =e::.-::ies.all- of the
pl.ancs , zut.orrat ed machi.nes , l.:tghting
located
of this
,~rk
in line
:.
.r",i.th current
.:
by the job
Al.I
to ensure
best ':engineerfug~p~actice~~:+
will. be autborue.d.bv
:.... !:"~"','~,.'
part to minimize
tDst
kept,
'Up-
to':':date
end'
..the,d.~q.rri.Lder~j;:; If..major.:fi:rnancial-:;:c6.tsequenc!
;.":~:.~
responsibility
st~dards,
an
equi.prrent , ai.r-condi.t.icrung
-l-f4intenance procedures
holder's'
UEr:L.Le
.. ' . ,
~"...;;t:'~:;:'\;:",,.:.:,":.,'i:':.-:':~:.-.:;~:~:~:~- ~.'.:::.
for
'e..'"Gjipl~- bli;ring
maincensnce 'costs,
"i:ilia:1. 'allthori~'j
a Significantly
tIDp~" : '-:
-r;'lOcld"2onSult
,,;ich
Page
2 of
o?~2.cicns,
This ;-ti.ll be. discussed
Engineer
before
conso.l.idataon
\.;it:.~
cc.h..er operaciooal
wUic~ are
are
budgets
taken,
_""
.td:'-.-_new:
,dr u.~
job is ma.intenance,
engineezirig
project
t:ry_
C2!.1
al.t~l~F-~~
vie:.;:s
although
the final
.
auchority
Departmenc ,
~58i~'!ritt~'o~f:~policy
holdi:r~:i-etUffis"or~eferred,f6:
, ")/;\r~r._j;;:;t;:~;-1W:;::.-~0?(i{;:;,,~-:,',:'.' _. :.-",
and to report
In the absence
budget
the
Will
Operacicns
hirn,
:-~~;t,:~\~.;'~.~,;-.'~,....
1)
of ,ferries
ooerucf.on
Ls. achieved ..
2)
are reliable
in servi.ce .
and
JD:)~i~~i:e'-t~~~ staff
,'i.,'tii~ ~2tt{~;~~i,~~~~r.:ftrr'?1~~~\
tb~
$fl{ ',
'.~.
5r:i~~:a:n.:d
dev~~p,
~-~~5f="
s~.~~_,_~~.c.~_;"t~~l.er~~e,
c:v:til~ility
.;.:~:~.~~:.~~::~~lf~b~A~':=Of',~~~~J&.~~~-gf~:~:~ltY~ici.~:m~a:'~&,~~~et:~;~
Page
3 of 4
Appenuax
:>
~(
5)
._..-...r.
._10.-';.,,;-
chat
~.,.-,."-e'l"'"t ...,.
!""--::--
--
./.
_t..
~a..c..:._
Page 4 of 4
Appendi...x
Aooreciation Course On
Hay Job Evaluation Method & Practice
7 January 1988 (a.m.)
Present M.r S Hsu (Consultant)
Mr
Ms
Mr
M.r
Mr
M.r
Mr
Ms
M.r
Mr
Mr
Ms
Ms
M.r
Ms
\~,
Mr Hsu started the meeting by stating that Hay system was designed to
guide Management to evaluate jobs objectively.
However, it was not pure
science and judgemental eLement; was still Lnvc Ived, .
He then introduced and ran through the three guide charts one by
one.
1. Know-How
- Elementary Vocational
High school level, e.g. clerk, typist
Vocational
Might involve the use of equipment, e.g. computer operator
Advanced Vocational
seasoned practitioner, e.g. bookkeeper
'A
Basic Technical/Professional
University education level
Middle E - Usually 5 to 8 years 1 experience with a pro.
essional degree, e.g. accountant, engineer
Top E
~..,.,,~
experience
with
--:::::
-------
- Seasoned Professional/Technical
More than 1'0years
progressive expen.ence after having obtained
a professional degree.
Big senior jobs, e.g. functional heads
I
G
R
- Technical/Professional Mastery
.Top managerial posts requiring mastery of various functions.
Exceptional Mastery
e.g: Scientist
Mr
1.
Minimal
-,
Referred to supervisors who carried out non-managerial duties only.
II. Homogeneous
Referred to managers who were required to'
activities.
e.g. department head
integrate
supportive
III. Heterogeneous
Referred to multi-function managers.
IV. Broad
Referred to top executives.
v.
Total
Referred to chief executive who managed a lot more conflicting
objectives.
Mr Hsu remarked that not all the five levels were applicable to
a particular company. He thought that only level I through IV
were applicable to Telco.
1.3 Human Relations Skills
Referred to the skill of motivating
people. Basic
required.
Important - Referred
to more
influencing
communication teChnique.
senior
jobs
which
required
Policeman
School Principal
Fighter Pilot
Job
Breadth of
Human Relations
Knowledge Mgt Know-How
Skill
B/C
E+
D+/E+
I
II
I
1+/2
3
1
Page 2 of .:;
Appenaix 0
2. Problem Solving
Mr Hsu defined Problem So Lvi.n.g.
thinking
as
required by a job for analyzing, evaluating and arriving at conclusions and
inte-:preted it as a % utilization of Know-How in the mental process
of solv~ng problems.
There were two dimensions to determine the %, namely Thinking Environment
(slots A through H) and Thinking Challenge (slots 1 through 5).
2.1 The Thinking Environment would become progressively freer as procedural
constraints and
the.
amount of
guidance
were
relaxed,
as
illustrated below :
Thinking Environment
Board's wishes
Functional goals
Departmental
strategies
BIA
Mr Hsu asked attendants to note a general ruling that with a KnowHow level say, at 'E', Thinking Environment should at most be marked
at the same 'E' level and should not be greater than 'E'.
2.2
C2
)
Clericaljobs
D3
E3
Managerial jobs
The actual
hierarchy.
points
assigned
varied
depending
on
company
Page 3 of 5
A.ppendi..x
3. Accountability
Accountability measured a job's contribution to the end results of a
company's overall business performance.
In evaluating Accountability, 3 elements were considered, viz. Freedom to
Act, Impact on End Results and the Magnitude of Operation Affected by the
Job.
3.1 Freedom to Act
B
of
jobs
on
end
results
Remote
(R)- Indirect impact
Contributory
(C)
.Shared
Primary
(p) .-
were
classified
into
Page
4 of'
Appena.ix 0
Production managers who had direct controlling impact on production
costs should get a 'pI
Similarly, sales managers who had direct
controlling impact on sales revenue should also get a 'P'.
Marketing managers who participated in sales revenue generating
act~v~t~es usually got a'S'.
Supportive functions managers, such
as personnel manager, accounting manager and some engineering heads
usually got a
'c' .
Profiling
Profiling ~s the method to check if job evaluation had been done right.
There were three types of job profile based on
Accountability points to Problem Solving points, viz.
'A' Profile
AC points> PS points
'p' Profile
AC points <PS'points
'L' Profile
AC points
the relationship of
PS points
Profile referred
Very seldomly
fell in
these job
profiles in
the
commercial
world
Pl
L or Al
EntrySupport function
level
jobs, e.g.
Programmer Financial Contr
Personnel Mgr
EDP Mgr
A2
A3
Marketing
Production
Mgr without Manager
sales
responsibility
A4
Salesman;
Production
worker
Before closing the session, Mr Hsu gave attendants a sample job description
to evaluate and discussed the attendants' reasoning of assigning different
scores.
JC/cc
Page
5 of 5
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Bibliography
1-
Armstrong M
2.
Porter, Lawler
Hackman
&
1980
Behavior in Organization
1975
1.
3.
Candrill i &
Armagast
Mar/
Apr
1987
4.
Gilbert J
May
1988
5.
Lawler E
6.
Plachy R
Mar/
Apr
1987
7.
Levine H
Nov/
8.
Berger L
Sep/
Oct
1987
9.
Hills F
1987
10.
Yeung Allen
Op.cit
11.
Lawler E
1971
12.
Prentice-Hall
Editorial Staff
Confidentiality vs Disclosure
in Pay Policies
1977
13.
Ellig B
Ju1/
Aug
1987
Mar/
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1986
Dec"
1987