FEEDBACK TUTORIAL LETTER

Transcription

1 FEEDBACK TUTORIAL LETTER 1 ST SEMESTER 2017 ASSIGNMENT 2 PUBLIC HUMAN RESOURCES MANAGEMENT [PHR611S] MAY

2 Table of Contents Contents Page 1. Introduction Assignment question Common errors Hints on the question Examination Conclusion... 7 Contact

3 1. Introduction I would like, for the last time this semester, to take this opportunity to congratulate you on submitting your second and last assignment. To say the least, I am more than impressed and encouraged by the dedication shown in your submitted work. It is worth acknowledging the fact that many of you have demonstrated remarkable commitment in your work. Hence, I wish to urge you to continue with this positive attitude till the very end of this semester. It is needless to remind you, now that you know exactly where you stand as far as your semester mark is concerned, that you should already start to seriously prepare for the inevitable challenge you would be facing during the upcoming examination. Additionally, I still wish, at the very outset, to stress the fact that you should take the comments made in both assignments into account. 2. Assignment Question Like the first assignment question, this one was valued equally (100 marks). For your convenience, you may refer to this question below: Compensation of employees has always been one of the most sensitive issues that demands careful consideration in any employment relationship. Choose any public sector organisation you are familiar with, and discuss this statement. Provide practical examples to illustrate your answer. You should pay attention to, among other things, the following aspects: Factors taken into account in determining compensation packages Perceptions of equity in compensation Role of trade unions in compensation What would you recommend as far as improving the compensation system in the public sector is concerned? 3. Common Errors In this assignment, the most common errors that I observed included the following: Question 2 was also very specific in relation to making use of practical examples which should be based on a public sector institution. In some papers, this particular aspect was neglected. A few papers omitted the last part of the question, which required you to provide recommendations. A number of papers did not acknowledge sources consulted or used in compiling the assignment. Once again, you are reminded that this is academic dishonest. 2

4 Some papers were poorly structured, that is, without a table of contents, introduction and properly numbered headings and pages, with some missing the conclusion. Some papers were submitted without any attempt at proofreading. Again, you are urged to show some pride in your work by proofreading before final submission. 4. Hints on the Question As pointed out in the first feedback tutorial letter, you should make a conceited effort to review relevant literature on the topic under discussion. For the purpose of this question, which comprised three main sections, your discussion should have been structured as such, beginning with the factors. For this particular section, the following essential elements of a compensation system should have formed the basis of your discussion: Job analysis Job evaluation Pay surveys Pay structuring Job analysis Basic building blocks for compensation system design are the: Job analysis process Resulting job descriptions Job analysis has the following two-fold purpose in compensation system design: To identify the important characteristics of each job so that job evaluation can be carried out To identify, design, and weigh the compensable factors, that is, all those shared characteristics of jobs that provide a basis for judging job value, for example, decision making, know-how, problem-solving, and accountability. Job evaluation Job evaluation may be defined as a systematic process of determining the value of each job in relation to other jobs in the institution Purpose of job evaluation is to rank jobs within a hierarchy that reflects the relative importance or worth of each job within the institution. Job evaluation is concerned with the relative worth of jobs as such not with the worth of the job incumbents. Instead, performance appraisals can used to determine the worth of the job incumbents Job evaluation is a process that relates to the following comparisons: 3

5 Comparisons with other jobs Comparisons against defined standards Comparisons of the extent to which common factors are present in different jobs. Various comparisons form the basis for various job evaluation methods, which include: Job ranking method (whole job - non-quantitative) Factor method (specific job factors quantitative), such as: Job vs. job comparisons Job vs. standards comparisons, and include o Job classification o Point method. Pay surveys Determine a pay rate for the grades once jobs have been graded by means of job evaluation Pay/compensation survey is the tool used to set the monetary worth of jobs or grades A pay survey provides information on the way in which other employers compensate: Similar jobs and skills in an institution s labour market. Labour market for a specific job category is the area from which employees are drawn or to which they are lost Labour market helps the survey user to determine the relative position of the institution s pay rates against those of competitors Thus, pay surveys enable an institution to maintain external equity Pay structuring Pay structuring refers to the process whereby: Information obtained from the job evaluation exercise is combined with information from the pay surveys to establish a pay structure. A pay structure consists of: An institution s pay scales relating to single jobs, groups of jobs, or grades Graded salary structures are probably the most common among the various types of salary Structures Other specific factors that can be addressed under the above-mentioned ones were also considered. Such other specific factors can either be internal (e.g., experience) or external (e.g. prevailing economic situation) to the institution. 4

6 The following types of equity have be sufficient to address the second section: External equity This relates to the standard that compares an employee s wages with the rates prevailing in external markets for the employee s position. In other words, what other organisations pay employees who perform similar tasks and have similar responsibilities. Internal equity This requires employers to set wages for jobs within their organisations that correspond to the relative internal value of each job, with positions that are determined to be more valuable to the organisation receiving higher wages. In short, high-level employees usually receive greater compensation than low-level employees Employee/individual equity This refers to a comparison of pay across employees performing the same or similar work by focusing on the contributions of an individual worker within a job classification. The last, but not least, was in relation to trade unions. It is generally believed that trade unions exist simply because certain groups of public sector employees do not feel satisfied with their employment relationships. By providing some practical examples of recognised trade unions, that is, those that act as bargaining agents for some public sector employees, you were to highlight how they have and continue to influence remuneration and fringe benefits for their members. All practical examples should closely relate to the chosen public sector institution. Some targeted recommendations should have concluded this discussion. 5. Examination At this point in time, I am inclined to stress again the fact that you should treat the assignment questions seriously. As it is usually obvious during this time in the semester, I would like to urge you to start as early as you possibly can with your examination preparations. Again, like the assignment questions, you would be required to relate theories to practical examples. Thus, I cannot emphasise enough the importance of clearly understanding what is expected of you from the questions before you attempt them. In this regard, once more, you should give your full attention to all the items highlighted below: Concept of public human resources management\ Strategic public human resource planning Recruitment process Selection process Motivating public sector employees 5

7 Training and developing public sector employees Compensation structure of public sector employees Management of employee relations Disciplining public sector employees 6. Conclusion I have every hope that you would make a special effort to pay attention to all the relevant issues addressed in the feedback given in both tutorial letters. You are, therefore, encouraged to do your utmost best when you start to prepare for the examination. You should refrain from entertaining any idea of being selective in terms of units or topics to study for the examination. Allow me the pleasure of ending this piece of communication by wishing you the very best in the forthcoming examination in June I thank you. Contact: MARKER TUTOR: MR. BEN B. NAMABANDA bnamabanda@nust.na Tel: