Decentralising pay decisions: empowerment or abdication?
Article Abstract:
There seems to be a trend towards devolution of remuneration decisions in the UK. Decentralization of pay decisions involves the collapse of multi-company bargaining, the delegation of compensation policy development and management from the central office to individual business units, and greater involvement of line managers in making individual pay decisions. The shift toward remuneration devolution is driven by such factors as the decentralization of decision-making and accountability, the delaying of organizational structures, the adoption of performance-based pay, and market pressure. However, just as there is evidence indicating a move toward decentralization of pay, there are also research findings suggesting greater centralization of remuneration decisions. This apparent contradiction may be explained by the practice of many organizations of devolving pay decisions within rigidly designed central organization policy frameworks.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1993
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The computerised way to evaluate jobs
Article Abstract:
Computer-assisted job evaluation can provide benefits to personnel departments by eliminating many of the problems traditionally associated with job evaluations, but if this innovative technique is not properly handled, it can cause problems of its own. Computer-assisted job evaluation techniques can improve the job evaluation process by forcing personnel managers to reassess the assumptions and values that underlie the evaluation methodology. Computer-assisted job evaluation breaks down into two categories: administrative and data management systems, which improve the consistency and efficiency of evaluations; and systems in which responses are generated by computers.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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Job evaluation in a changing world
Article Abstract:
An increasing number of organizations and experts believe that paying employees for their skills and contributions will become more important than job-based evaluations. This trend will affect personnel policies and practices. The criticisms of traditional job evaluations include that they are not completely objective, they fail to respond to market forces, and they fail to consider individual performance. Organizations should consider the interdependence of individual contributions, organizational requirements, and performance when designing compensation systems.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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