QUESTION 1

1. BASE WAGE OR SALARY

The base wage or salary is characterised by two main approaches such as job based pay and
competency base pay. Job based pay links compensation to specific tasks that individuals
perform, while compensation to individuals competencies. Example from my own work is
that individuals salary are being increase upon the relevant skills, knowledge and experience
that they have in the organisation, or they are being promoted due to their skills or
experiences.

2. INCIENTIVES PAY
Incentive pay refers to superior performance. These incentives should be aligned to
organisations goals.
Example from my own work related is that incentive compensation is a pay given to
employed who meet some performance standards. The incentive are such as:
Bonuses This are lump sum payments given for achieving a particular performance
goal. In my work related workers do get their bonuses on their birth day month.
Merit pay This is a permanent increase in this base pay liked to an individuals
performance during the preceding year. In my own work related workers salary are
being increase on the day that the worker was promoted per year

3. BENEFITS
Benefit are normally made up of compensation provided to employees in addition to their
normal wages or salaries. They are also known as fringe benefits. The benefit vary form
company to company and between levels within the company and are sometimes
dependent on and differ among positions or a specific job and employee is performing for
example, car allowance is not given to employees who are office bound or to subordinates

QUESTION 2

1. JOB RANKING

This method is one of the simples to administer. Jobs are compared to cash other based on
the overall worth of the job to the organisations. The worth of a job is usually based on
judgements of skill, effort (physical and mental) responsibility (supervisory and fiscal), and
working conditions.
Job ranking consist three type
1. Ordering
 2. Weighting
3. Paired comparison

2. JOB CLASSIFICATION

Jobs are classified into an existing grade/category structure/hierarchy each level in the grade
/ category structure has a description and associated job titles each job assigned the grade
or category providing the closet match to th job. The classification of a position is decided by
comparing the whole job with appropriate job grading standard. To ensure equity in job
grading and wage rated a common set of job grading standards and structures are based.

Because of differences in duties skills and knowledge and other aspects of grades and labour
jobs, job grading standards and developed mainly along occupational lines

3. FACTOR COMPARISON

A set compensable factors are identified as determining the worth of jobs, examples of
compensable factors are such as:
1. Skills
2. Responsibilities
3. Effort
4. Working conditions

The jobs are the priced and total pay for each job is divided into pay for each factor.

QUESTION 3

3.1 STRAIGHT RANKING AS A RELATIVE RANKING TECHNIQUE

Straight ranking entails ordering or ranking individuals , according t overall merit or

according to other performance factors, from the best through to the worst performer
This is a very basic evaluation procedure and it is suggested that its use should be limited to
cases where:
Only small numbers of individuals are to be rated
Only the better than value is important and not how much better than
Employees will not be compared across groups and
The evaluation is not aimed at providing feedback to employees
3.2 BEHAVIOURAL CHEKLISTS AS AN ABSOLUTE RATING TECHNIQUE

This formats provide the rate with a list of description of job related behaviours that have to
be marked if they are descriptive of the individual being reated
In a variant of this format the summate rating method behavioural statements are followed
by a linker type scale of response categories each of which is weight for example strongly
agree = 5 to strongly agree = 1 the weight items are then summed and represent the
overall performance score of individual.
Although this format does not really lend itself to diagnostic feedback, it has the advantage
of being behavioural rather than trait based and acceptable reliability and controls for some
rating errors.

3.3 MANAGEMENT BY OBJECTIVES

Management by objectives (MBO) is a process of defining specific objectives within an

organisation that management can convey to organisation members, then deciding on how
to achieve each objective in sequence. This process allows managers to take work that need
to be done one step at a time to allow for a calm, yet productive work environment.
This process also helps organisation members to see their accomplishments as they achieve
each objective, which reinforces a positive work environment and sense of achievement. An
important part of management by objective is the measurement and comparison of an
employees actual performance with standard se
Ideally when employees themselves have been involved with the foal setting and choosing
the course of action to be followed by them, they are more likely to fulfil their
responsibilities well, how management by objectives can be used effectively in the
performance appraisal process is that, they seek to measure employee performance by
examining the extent to which predetermined work objective have been met.
Once more again, as a result based method of appraisal management by objectives normal
does not address the how of performance and is therefore unable to appraise whether
achievements are really the outcome of individual excellence or external factors.

QUESTION 4

4.1 ADVANTAGES WHEN RECRUITING EXTERNALLY

When an organisation recruits externally it opens the organisation up to a larger

pool of applicants, which increases its chance of finding the right person for the job.
External recruitment provides an opportunity for a fresh outlook on the industry
that a company may need to stay competitive.
Bringing in fresh talent from the outside can help motivate the current employees to
produce and achieve more in hope of obtaining the next promotional opportunity
Looking outside the organisation also allows a company to target the key players
that may make its competition successful.
 Hiring an external candidate also opens up many opportunities to find experience
and highly qualified and skilled candidates who will help a company meet its
diversity requirements
Hiring a candidate with a proven track record for the competition allows the
company to get an insiders view as to what competition is doing to be successful.
This gives the organisation a chance to stay a step ahead of the competition.

Disadvantages of external recruiting

It can take longer and cost more than hiring form with the organisation
It can also damage employee morale because current employees may feel this
lessens their chances for promotion
It also takes more time to train an external candidate uses, therefore taking the
candidate a little longer to get up and running
It can be difficult to tell by a candidate information whether or not he/she will fit in
with the company and its employees while a new employee may bring fresh
outlooks and ideas this can b consider a disadvantages, because these with current
employees

4.2 EXTERNAL SOURCES

External sources
These organisations usually build up pools of potential job candidates over time.
People register with them, and we might thus approach them to see if they have
any likely candidates who profiles might be aligned with our needs. These
agencies might also advertise or use their placements database.

Walk-ins
Often prospective employees will apply directly to the organisation in the hope
that a vacancy exists, or will complete and application form and send it to the
enterprise concerned. One third of employees obtain their jobs in this manner.

Referrals
This is a word of mouth technique in which preset employees refer candidates
from outside the organisation. It is an inexpensive technique which is effective in
finding candidates with specific skills.

Professional bodies
According engineering and scientific institutions look after the interest o their
members by allowing vacancy advertisements in the publication

Executive Searchers or head hunters

 Top level executives or professional are often sourced through specialised head
hunters who basically act as consultants in the field. The persons are
approached personally with an offer to apply for specific vacancies

Educational Institutions
Schools , colleges, technikons and universities provide grass roots level
opportunities for recruiters to pick the cream of the crop. This is especially
targets and professional appointments.

QUESTION 5

A. CHARISMATIC LEADERS

By far the most successful trait driven leadership style is charismatic

Charismatic leaders have a vision as well as personality that motivates followers
to execute that vision
Leadership type has traditionally been one of the most valued
charismatic leadership provides fertile ground for creativity and innovation and
is often highly motivational
with charismatic leaders at the helm, the organisations members simply want to
follow, owner there is one significant problem that potentially under outs the
value of charismatic leaders: they can leave
once gone, an organisation can appear rudderless and without direction. The
floundering can last for years because charismatic leaders rarely develop
replacements.
Their leadership is based upon strength of personally we the example of
charismatic leaders are from all walks of life. In addition to business, this
leadership style can also being found in religious institutional and political and
social movement

B. TRANSFORMATIONAL LEADERS

Transformational leaders seek to change those they lead in doing so can

represent suitable , self replicating leadership. Not content to simply use
force of personality (charismatic) or bargaining ( transactional) to persuade
followers, transformational leaders use knowledge, expertise and vision to
change those around them in a way that makes them followers with
embedded buy in that remained it is more longer on the scene.
Transformational leaders represent the most valuable format given the
chance to change develop themselves as contributors
 Organisationally this achieves the vest leadership outcome since
transformational leaders develop people. Transformational leadership is
strongly desired since it has no artificial constraints in terms of buy in and
instead is focused on getting followers on board based upon thei own
evolving thought process and changing responses to leadership challenger.
It is particularly suited for fast paced change laden environments that
demand creative problem solving and customer commitment.

Example of transformational leaders can be found in vanity of sectors

William Edwards Deming is a notable business leader who used the
transformational style

C. TRANSACTIONAL LEADERS

The wheeler dealers of leadership styles, transformational leaders are

always willing to give you something in return for following therm. It can be
any number of things including a good performance review, a raise, a
promotion, new responsibilities or a desired change in duties. The problem
with transactional leaders is expectations. If the only motivation to follow is
in order to get something . what happens during lean times when resources
are shatched thing and there is nothing left with which to make a deal ? That
said, transactional leaders sometimes display the traits on behaviours of
charismatic leaders and can be quite addictive in many circumstances while
creating motivated players. They are adept at making deals that motivate
and this can prove beneficial to organisation.
Example of transactional leaders is likely to succeed in a crisis or in projects
that require li near and specific processes. This model is also useful for big
corporahons such as hew left packed, a company known for its extensive
use of management by exception.