Human resource management

1
Human resource management
2
Syllabus

• Manpower Planning, Job Analysis, Job Description,
  Scientific Recruitment and Selection Methods.
• Motivating Employees ? Motivational Strategies,
  Incentive Scheme, Job-enrichment, Empowerment ?
  Job satisfaction, Morale, Personnel Turnover.
• Performance Appraisal Systems ? MBO Approach,
  Performance Counseling, Career Planning.
• Training and Development ? Identification or
  Training Needs, Training Methods, Management
  Development Programmes.

3
Reference Text

• Human Resource Management ? P. Subba Rao
• Personnel Management ? C. B. Mammoria
• Dessler Human Resource Management (Prentice
  Hall India)
• Personnel / Human Resource Management DeCenzo
  Robbins (Prentice Hall India)
• D. K. Bhattacharya Human Resource Management
  (Excel)
• VSP Rao ? Human Resource Management (Excel)
• Gomez Managing Human Resource (Prentice Hall
  India)

4
Presentation Topics

1. Role of Internet in HRM
2. Twitter A Popular Recruitment Tool
3. Performance Management A Necessary Evil
4. Manage Men Tactfully Management
5. The New Age of Working through Virtual Teams
6. Managing Stress in Changing Times
7. Integrating Six Sigma and HR
8. Employee Retention An Art of Keeping People Who
   keep You in Business
9. Promoting Innovation The Role of HR
10. Exit Interview A Tool to Reduce Employee
    Turnover
11. Talent Management An Agile Edge Over Competition

5
Presentation Topics

1. Employee Involvement An Approach to
   Organisational Development and Change
2. A Human Resource Perspective on Importance of
   Global Managers in a Post Merger Scenario
3. Corporate CEOs
4. Diverse Skills of a Manager

6
Manpower Planning Employee Recruitment
7
Definition of Manpower Planning

• Process by which an organization ensures that it
  has the right number kind of people at the
  right place and at the right time, capable of
  effectively and efficiently completing those
  tasks that help the organization achieve its
  overall objectives.

8
Manpower Planning
Company Strategy
Job Analysis

• Performance Appraisal
• Company Databanks
• Training
• Employee Management and Development

What staff do we need to do the job?
What staff is available within our organization?
Is there a match??
What is the impact on Wage and Salary program
If not, what type of people do we need, and how
should we recruit them?
9
Job Analysis

• Job analysis is a formal and systematic process
  used for obtaining information about the job.
• It is an investigation of duties and
  responsibilities necessary to do a job
• Determination of tasks which comprise the job and
  of skills, knowledge, abilities and
  responsibilities required of the worker for a
  successful performance and which differentiates
  one job from all others.

Job Description
Job Analysis
Job Specification
10
Uses of Job Analysis

• Planning
• Recruitment and Selection
• Training
• Performance Appraisal
• Job Design
• Job Evaluation

11
Methods of collecting Job analysis data

• Personal Observation
• Interview of Employee and Supervisors
• Put the worker at ease
• Make the purpose of interview clear
• Phrase question in such a way that the answer
  will be in YES or NO
• Summarize the information obtained before closing
  the interview
• Panel of Experts
• Diary Method
• Questionnaire Method

12
Impact of behavioural factors on Job analysis

• Exaggerate he Facts
• Employee Anxieties
• Resistance to change

13
Job description

• It defines the purpose and scope of a job.
• Describes what job is all about, what are job
  content, environment and conditions of
  employment.
• Contents A job description usually covers the
  following information

• Designation
• Corporate Grade
• Reporting To
• Position Reporting to
• this Position

• Qualifications
• Experience
• Job Summary
• Main Responsibilities

Sample Job Description 1 Sample Job Description 2
14
Problems with job description

• It is not easy to reduce all the essential
  components of the job in the form of a clear and
  precise document.
• Job description are sometimes not updated as the
  job duties change
• The can limit he scope of activities of the job
  holder, reducing organizational flexibility.

15
Job specification

• Job specification summarizes the characteristics
  needed for completing a job.
• It spells out the important attributes of a
  person in terms of education, experience, skills,
  knowledge and abilities to perform a particular
  job.
• This helps the organization to determine what
  kind of persons are needed to take up specific
  jobs.
• Job specifications can be classified into three
  categories
• Essential Attributes
• Desirable Attributes
• Contra-Indicators

16
Job evaluation

• Job analysis also helps in finding the relative
  worth of a job based on criteria such as
• Degree of difficulty in the work
• Type of work done by the employee
• Skills and knowledge needed
• This, in turn, assists in designing proper wage
  policies, with internal pay equity between jobs.

17
Importance of Manpower planning

• Talent pool
• Prepare people for future
• Smooth transition during expansion
• Succession Planning
• Support to overall business strategy

18
Process of HRP
19
Factors of Manpower Planning
Factors in forecasting Personnel Requirements
Quality and Nature of your Employees (in relation
to what you see as the changing needs of your
organisation)
Projected Turnovers (as a result of resignation
and terminations)
The financial resources available to your
organisation
20
Techniques to determine no. of recruits
Trend Analysis
Ratio Analysis
21
Recruitment from external resources

• Recruiting new staff from external sources will
  be
• influenced by several factors

Macro Economic Conditions of a Nation
22
Recruitment from external resources
Availability of Manpower in Desired Sector
Company Reputation
23
recruitment
24
definition

• Recruitment is a process of locating and
  encouraging potential applicants to apply for
  existing or anticipated job openings.
• Recruitment aims at
• Attracting a large no. of qualified applicants
  who are ready to take up the job if its offered
• Offering enough information for unqualified
  persons to self-select themselves out

25
Constraints and challenges

• Poor image
• Unattractive jobs
• Limited budgetary support
• Restrictive policies of government
• Compensation not matching as per the industry
  standard
• Economic Environment
• Social Environment

26
Methods of Recruitment
Methods of Recruitment
27
Methods of recruitment

• Internal Method
• Promotions and Transfers
• Job Posting
• Employee Referrals
• Direct Method
• Campus Recruitment
• Indirect Method
• Advertisement
• Private Employment Search firms
• Internet Recruitment

28
Effectiveness of recruitment process

• Cost per hire
• Time-lapse between recruitment and placement
  ratio
• Applicants performance
• Turnover

29
Selection
30
definition

• To select means to choose.
• Selection is the process of picking individuals
  who have relevant qualifications to fill jobs in
  an organization.
• The basic purpose is to choose the individual who
  can most successfully perform the job, from the
  pool of qualified candidates.
• How well an employee is matched to a job is very
  important because it directly affects the amount
  and quality of the employees work.

31
Selection Process
Application / Resume
Screening Interview
Aptitude Test
Group Discussion
Selection Interview
Reference Checks
32
Basic Concept of selection test

• The quality of an employee selection test is
  determined by the three main factors
• Criterion Validity A type of validity based on
  showing that scores on the test (predictors) are
  related to the job performance (criterion).
• Content Validity Test that contains fair sample
  of tasks and skills actually needed for the job.
• Reliability The consistency of scores obtained
  by same person when retested with identical or
  equivalent test.

33
Selection testing

• Intelligence Test / Aptitude Test
• Personality Test
• Confidence, Emotional balance, behavioral
  pattern, interpersonal skills, motivation level
  etc.
• Simulation tests
• Assessment Centre
• Interview

34
Types of interview

• Several types of interviews are commonly used
  depending on the nature and importance of the
  position to be filled
• Non-directive / Unstructured Interview
• Directive / Structured Interview
• Situational Interview
• Behavioural Interview STAR Technique
• Stress Interview
• Panel Interview

35
Interviewing Mistakes

• Not asking right question and hence not getting
  relevant responses
• Snap Judgments
• May allow ratings to be influenced by his own
  likes and dislikes
• May have forgotten the interviews content after
  its conclusion
• Unduly influenced by person origin, cultural
  background etc.
• Halo Affect Positive
• Horn Affect Negative
• Have been under pressure to hire candidates at
  short notices

36
Induction
37
Meaning and Objective

• Meaning
• Induction means the task of introducing the new
  employees to the organization and is policies,
  procedures and rules.
• Objective
• Remove fears
• Creates good impression
• Acts as a valuable source of information

38
Information to be provided

• Explain about the company
• Show the department
• Introduce with the colleagues
• Introduction with the reporting heads
• Overview of the Job responsibilities, Seating
  place and relationship with other job
• Give the companys manual to the new recruits
• Company policies, rules and disciplinary
  procedure
• Give the details about pay, benefits, holidays,
  leave, etc.
• Idea about work culture
• Future training opportunities
• Career Path

39
Performance Appraisal
40
What is performance appraisal

• Performance Appraisal (PA) refers to all those
  procedures/tools that are used to evaluate
  employees
• Personality
• Performance
• Potential of employees
• PA is the method of evaluating the behaviour of
  the employees in the workplace, normally
  including both quantitative and qualitative
  aspect of the job
• How the employee is performing
• How the employee can develop others
• Planning and organising skills
• Initiative

41
Objective of Performance Appraisal

• Provide information about performance ranks
• Provide a basis for promotion and increments.
• Enhances employees effectiveness by helping to
  identify their strengths and weaknesses
• Informs about expected levels of performance
• Identify Training and Development needs
• Remove work alienation Counseling Employees
• Develop Inter-personal relationship
• Career planning decisions

42
Process of performance Appraisal
43
Methods of performance appraisal

• Individual Evaluation Method
• Confidential report
• Essay evaluation
• Critical Incidents
• Graphic Rating Scale
• 360 Degree Feedback
• Behaviorally Anchored Rating Scale
• MBO

44
Methods of performance appraisal

• Multiple Person evaluation Method
• Ranking
• Paired comparison

45
1. Confidential Report

• Descriptive report
• Prepared at the end of the year
• Prepared by the employees immediate supervisor
• The report highlights the strengths and
  weaknesses of employees
• Prepared in Government organizations
• Does not offer any feedback to the employee

46
2. Essay evaluation

• The rater is asked to express the strong as well
  as weak points of employees behavior
• The rater considers the employees
• Job knowledge and potential
• Understanding of companys programs, policies,
  objectives etc
• Relation with co-workers and supervisors
• Planning, organizing and controlling ability
• Attitude and perception

47
2. Essay evaluation

• This method has the following limitations
• Highly subjective
• Supervisor may write biased essay
• Difficult to find effective writers
• A busy appraiser may write the essay hurriedly
  without assessing properly the actual performance
  of the worker
• If the appraiser takes a long time it becomes
  uneconomical from the view point of the firm

48
3. Critical Incident technique

• Manager prepares lists of statements of very
  effective and ineffective behavior of an employee
• These critical incidents represent the
  outstanding or poor behavior of the employees
• The manager periodically records critical
  incidents of employees behavior

49
3. Critical Incident technique

• Limitation of this technique are
• Negative incidents may be more noticeable than
  positive incidents.
• Supervisors have a tendency to unload a series of
  complaints about incidents.
• Results in very close supervision which may not
  be liked by the employee.
• The recording of incidents may be a chore for the
  manager concerned who may be too busy or forget
  to do it.

50
4. Graphic Rating Scale

• This is the oldest and most widely method used
  for performance appraisal.
• The appraiser has to rate the appraisee in
  different parameter on a scale of 5.
• Job Knowledge as a parameter might be rated 1
  (poorly informed about work duties) to 5 (has
  complete mastery of all phases of the job).

51
Graphic Rating Scale Employee Name................
... Job title ................. Department
......................... Rate ............... Dat
a ..................................
Quantity of work Volume of work under normal working conditions Unsatisfactory (1) Fair (2) Satisfactory (3) Good (4) Out Standing (5)
Quality of work Neatness, thoroughness and accuracy of work Knowledge of job          
A clear understanding of the factors connected with the job          
Attitude Exhibits enthusiasm And cooperativeness on the job          
52
Behaviourally anchored rating scale (BARS)

• Combination of Rating Scale and Critical
  Incidents Techniques of employees performance
  evaluation.
• The critical incidents serve as anchor statements
  on a scale of ratings.
• Rating forms usually contains six to eight
  specifically defined performance dimensions.

53
How to construct (BARS)

• Emphasis is pinpointed on pooling the thinking of
  people who will use the scales as both evaluators
  and evaluees.
• Step I Collect Critical Incidents from Job
  Holders Supervisors.
• Step II Identify performance dimensions
  Technical competence, Relationship with
  customers, relationship with peers, meeting day
  to day deadline etc.

54
How to construct (BARS)

• Step III Reclassification of Incidents Another
  group of participants are asked to retranslate
  the critical incidents
• Step IV Assigning scale values to the incidents.
  Mean and standard deviation are calculated for
  the scale value assigned to each incident.
• Step V Producing final instrument. Each incident
  is positioned on the scale according to its mean
  value.

55
Advantages limitations of BARS

• Increased acceptance by supervisors and superiors
• Job specific
• Identifies observable and measurable behaviour
• Reliable and valid method

• Lack of result orientation
• Time consuming and expensive to create BARS
• Several appraisal forms for different types of
  Job

56
5. 360 Degree Feedback
360 Degree Feedback is a multi - rater feedback
system where an individual is assessed by a
number of assessors including his boss,
subordinates, colleagues, internal customers and
external customers.
57
What is 360 DF?
Feedback collected from
Boss
Internal Customers
Peers
Self
Team Members
External Customers
58
6. Management by objectives (MBO)

• MBO emphasizes to set specific, measurable goals
  with each employee and then periodically discuss
  the employees progress towards these goals.
• The technique emphasises on setting goals
  collectively by superior and subordinates.
• MBO focuses attention on what must be
  accomplished (goals) rather than how it is to be
  accomplished.
• It is a kind of goal setting and appraisal
  program.

59
Steps involved in mbo

• Set Organisational goals
• Set Departmental goals
• Discuss Departmental goals
• Define expected results
• Performance Reviews
• Provide feedback

60
Ranking method

• Ranking of an employee in a work group is done
  against that of another employee.
• Employees are ranked according to their relative
  levels of job performance
• In practice, its is very difficult to compare
  individuals possessing varied behavioural traits.
• It does not tell how much better / worse an
  employee is when compared to another employee.
• No systematic procedure for ranking individuals
  in the organisation

61
Paired comparison method

• Each worker is compared with all the other
  employees in the group.
• The comparison is done for every trait.
• Cant be applicable when the group is large.

As compared to A B C D E
A _ _
B _ _
C _ _
D _ _ _
E _ _
62
Providing feedback

• Adequate Preparation
• Describe Behavior
• Acts, Not attitude
• Listen to recipient
• Data based feedback
• Suggestive
• Reinforcement
• Continuous
• Proper Timing
• Help the appraisee

63
Problems with performance appraisal

• Judgement Errors
• Primacy Effect
• Halo Effect
• Horn Effect
• Leniency
• Central Tendency
• Recency Effect
• Poor appraisal forms
• Lack of Rater preparedness

64
Employee Type

• Low potential Low Performance
• Low potential High Performance
• Low performance High Potential
• High performance High potential

65
Training and Development
66
Training

• Any attempt to change an employees current and
  future performance by changing his knowledge,
  skills and attitude can be termed as training

67
Importance Need of training

• Aids in new entrants attaining role clarity
• To bridge gap between skills requirement and
  skills availability
• Promotions
• Improves quality and productivity
• Meet organizational objectives
• Improves organizational climate
• To support personal growth and development

68
Then why is training often neglected?
69
Training Cycle
70
Training need Assessment

• Organisational Analysis
• Analysis of Organization's Objectives
• Resources utilization analysis
• Environmental Scanning
• Organisational Climate analysis
• Task or Role Analysis
• Performance Standards
• The task they have to discharge
• Person Analysis

71
Implementation

• Selecting the Trainees
• Selecting the Trainer
• Selecting the Venue
• Developing Training Program
• Required arrangements before the training session

72
Evaluation

• Levels of evaluation
• How did participants react?
• What did participants learn?
• How did participants behaviour change?
• What organisational goals were affected?
• Cost Benefit Analysis

73
Management Development Program
74
What is MDP need for MDP

• Is the process of a conscious and systematic
  improvement of managerial effectiveness within
  the organisation, to achieve organizational goals
  and strategies
• Need for MDP
• Skills of executives may become redundant
  without training and development
• Change in business environment
• Conglomeration and integration
• Interpersonal skills

75
MDP process
Design an apt Management devt team
No action to Be taken
Desired output generated
yes
output
No
Management skill Only need improvement
Problem exists
how to overcome the problem?
Restructure organization elements
Both managerial Skills and organizational Element
s need improvement
Either Or all
Which of the two Can be improved easily
Either managerial skill or organizational
elements need improvement
Organizational elements only need improvement
76
Need Analysis

• What type of managers are needed today ?
• What type of managers will we need tomorrow ?
• Insight may be drawn from
• Organisation structure
• Business strategy
• Collect information like education, experience,
  training, special knowledge, skills, and personal
  traits required for each job

77
Current Appraisal

• Current profiles based on
• education,
• experience,
• training,
• special knowledge,
• skills, and
• personal traits
• Competency Mapping ???

78
Competency mapping Matrix
Strengths
Position Competency
Personal Competency
Development Areas
A B C D E F
79
Employee Motivation
80
Motivation

• Motivation refers to set of forces that cause
  people to behave in certain ways
• Performance of an individual depends on his or
  her ability backed by Motivation
• Performance f (ability X motivation)
• It is essential to offer highly motivated
  employees to the organisation
• Its a tough challenge because there is no one
  fit approach to motivation
• To which stimulus employee respond, how they
  respond and what behavioural outcomes do hey
  exhibit is difficult to say.

81
Motivation framework
Employee
82
Motivational Theories

1. Maslows Theory of Motivation
2. Two factor Theory by Fredrick Herzberg
3. ERG Theory by Alderfer
4. Achievement Motivation Theory by David C.
   McClelland
5. Expectancy Theory by Vroom
6. Equity Theory by Adams

Content Theories
Process Theories
83
2. Two factor Theory

• Proposed by psychologist Fredrick Herzberg.
• Survey of factors affecting work motivation
• Survey of 200 accountant and engineers
• Respondents were asked essentially two questions
• When did you feel particularly good about your
  job
• When did you feel exceptionally bad about your
  job

84
Findings
Hygiene Factors
No Dissatisfaction
Dissatisfaction
Motivators
Satisfaction
No Satisfaction

• Satisfaction and Dissatisfaction are not opposite
  poles of one dimensions, they are separate
  dimensions.
• Satisfaction is affected by Motivators and
  dissatisfaction by Hygiene Factors
• To achieve motivation, managers should cope with
  both satisfiers and dissatisfiers.

85
Hygiene Factors and Motivators
Company Policy and Administration
Hygiene Factors
Motivators
Achievement Recognition Work Itself Responsibility
Growth Advancements
Security
Working Conditions
Status
Salary
86
3. Erg Theory

• Developed by Alderfer
• The E, R and G theory stand for Existence,
  Relatedness and Growth the three sets of needs.
• Needs stated by Alderfer are same as Maslows
  Need and are important determinants of Human
  Behavior
• However, the ERG theory differs from the Maslows
  theory in three respects
• Only three needs
• Maslows theory follows a rigid step like
  progression whereas ERG theory hypothesises that
  more than one need may be operative at the same
  time.
• Maslow had stated that a person will stay at a
  certain level until that need is satisfied
  whereas ERG theory states that when a higher
  level need is frustrating, the individuals
  desire to increase the lower level needs
  increases.

87
4. Achievement Motivation Theory

• Developed by David McClelland
• According to this theory the needs that motivate
  human behavior are Power, Affiliation and
  Achievement
• This theory envisages that each person has a need
  for all the three, but differ in degree to which
  various needs motivate their behavior.
• Need for Achievement
• Derive satisfaction from reaching their goals
• High achievers prefer immediate feedback on their
  performance
• Generally undertake task of moderate difficulty
• They dislike tasks with high risks because they
  get no achievement satisfaction from accidental
  successes
• They dislike easy tasks because there is no
  challenge to their skills

88
4. Achievement Motivation Theory

• Need for Power
• Derive satisfaction from the ability to control
  others
• Actual achievement of goals are less important
  than the means by which goals are achieved
• Organisations that fosters power motive tend to
  attract individuals with a high need for power
• Need for Affiliation
• Derive satisfaction from social and interpersonal
  activities
• There is a need to form strong interpersonal ties
  and to get close to people psychologically
• If asked to choose between working at a task with
  those who are technically competent and those who
  are their friends, high need for affiliation
  individuals will choose their friends

89
Matching Content theories
Achievement Motivation Model
Need Hierarchy
Two Factor Theory
Self Actualisation
ERG Theory

• Motivators
• Advancement
• Growth
• Achievement

Need for Achievement
Growth
Self Esteem
Need for Power
Relatedness
Affiliation

• Hygiene
• Job Security
• Salary
• Working Conditions

Need for Affiliation
Security
Existence
Psychological
90
5. Expectancy theory

• Pioneered by Victor H. Vroom
• Four important variables of Expectancy Theory
  are
• First and Second Level of Outcomes
• Expectancy
• Instrumentality
• Valence
• First and Second Level of Outcomes
• Performance achieved as a result of efforts is
  first level outcome
• Performance may be reflected through high
  productivity, quality of work etc.
• Second level outcomes are the rewards that the
  first level outcome is likely to produce. They
  include pay raise, promotion, peer acceptance and
  job security

91
5. Expectancy theory contd

• Expectancy
• The belief that particular level of effort will
  be followed by particular level of performance is
  called expectancy
• Effort to Performance (E P)
• Instrumentality
• This is the perception by an individual that
  first level outcomes are associated with second
  level outcomes
• Performance to Outcome (P O)
• Valence
• Valence is an individuals preference for a
  second level outcome.
• Desired outcomes have positive valence
• Avoided outcomes have negative valence
• Outcomes have 0 valence when an individual is
  indifferent about receiving it

92
5. Expectancy theory contd

• According to Expectancy theory Motivation is
• Expectancy X Instrumentality X Valence
• If anyone of these variable is low, motivation is
  likely to be low
• Managers try to ensure that employees levels of
  expectancy, instrumentality and Valence are high
  so that they will be highly motivated

93
Application of expectancy theory
Variable Objective Application
Expectancies To increase the belief that employees are capable of performing the job successfully Select people with required skills and knowledge
Expectancies To increase the belief that employees are capable of performing the job successfully Provide Training and clarify Job requirements
Expectancies To increase the belief that employees are capable of performing the job successfully Provide performance counseling
Instrumentality To increase the belief that good performance will result in valued outcomes Measure Job performance accurately
Instrumentality To increase the belief that good performance will result in valued outcomes Clearly explain the outcomes that will result from successful performance
94
Application of expectancy theory
Variable Objective Application
Valence of Outcomes To increase the expected value of outcomes resulting from desired performance Distribute rewards that employee value
95
6. Equity theory

• Person compares their outcome/input ratio with
  others outcome/input ratio.
• Inputs refers to the characteristics which
  individual bring with them to the job
• Outcomes refers to what person gets from job in
  terms of pay, promotions benefits and so on.
• Inequity is defined as the perception that
  persons outcome/input ratio is not equal to
  others outcome/input ratio
• Negative Inequity
• Positive Inequity

96
Compensation management
97
Components of remuneration

• Components of Remuneration are
• Salary
• Incentives
• Fringe benefits
• Perquisites

98
Incentive Payments

• Incentives are variable rewards granted to
  employees according to variations in their
  performance.
• Importance
• Greater Output
• Reduced supervision
• High Efficiency
• High Motivation
• Disadvantages
• Deteriorated Quality
• Jealousy feeling
• Unwanted Stock

99
Types of Incentive Schemes

• Individual Incentive Schemes
• Group Incentive Schemes
• Company Wide Incentive Plans

100
Benefits and Services

• Employee Benefits and Services include any
  benefit that the employee receives in addition to
  direct remuneration.
• These benefits can be in terms of Fringe Benefits
  or Perquisites
• Fringe benefits include such benefits which are
  provided to the employees either having long-term
  impact like provident fund, gratuity, pension or
  occurrence of certain events like medical
  benefits, accident relief, health and life
  insurance or facilitation in performance of job
  like uniforms, Canteens, recreation, etc.
• Administered for a group mostly

101
Benefits and Services

• These are normally provided to managerial
  personnel either to facilitate their job
  performance or to retain them in the
  organization. Such perquisites include company
  car, club membership, free residential
  accommodation, paid holiday trips, stock options,
  etc.
• Administered individually mostly

102
Factors Influencing remuneration

• Internal factors
• Business Strategy
• Employee
• Job Evaluation and Performance Appraisal
• External factors
• Labour Market
• Cost of Living
• Economy
• Legislation

103
Importance

Administratively Efficient
Attract talent
Motivate Retain Staff
104
Challenges of remuneration
105
Compensation Matrix
HIGH COMPENSATION LOW COMMITMENT Hired Guns HIGH COMPENSATION HIGH COMMITMENT Professionals
LOW COMPENSATION LOW COMMITMENT Workers as commodity LOW COMPENSATION HIGH COMMITMENT Family oriented organization
106
Remuneration model
Job Evaluation
Job Description
Job Hierarchy
Pay Survey
Pricing Jobs