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tasks, duties and responsibilities needed by the organization can be combined as a development tool |
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ability of the employee to use multiple skill sets to complete a task |
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concept that the effort applied by the worker produces a whole identifiable unit or outcome as opposed to a single part. |
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The inherent or perceived value of a job either internally to coworkers or externally to society.; |
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additional skills are added to the job without increasing the level of responsibility or skill. It may be viewed positively by employees when it reduces boredom by increasing the variety of tasks assigned. |
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process used traditionally to determine the value of jobs relative to each other in the organization. |
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process used traditionally to determine the value of jobs relative to each other in the organization. |
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identifying key benchmark positions. These positions are jobs common to organizations regardless of size or industry such as accountants or admin assistants. |
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provides organizations with a system of points that are assigned to the position being evaluated. Based on the total number of points a position receives, a pay grade/range is assigned to the position. Specific factors fall under five categories: education, skill, effort, responsibility and working conditions. |
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knowledge, problem solving, and accountability. |
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provides an organized, systematic way of identifying base pay for employees in different jobs throughout the organization. |
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competency based compensation |
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most effectively with broadband salary ranges to maximize flexibility as employees attain greater levels of competence in current KSAs or add new ones. |
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consists of 10-12 key competencies identified by those who know the job requirements best- in most cases, job incumbents who are performing at a high level. |
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Form of noncompensatory reward that enhances individual employee self-esteem, such as satisfaction from challenging work. |
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