1. Topics HRM: Leading teams

2. Pay is ... money compensation reward incentive recognition
Procedural and distributive justice at least as important as absolute amount

3. Basics for determining pay
Decomposition of pay into
base/fixed pay (task-related) and
variable pay (person-related, e.g. performance, experience, social situation)
Considering value of the work done for the company, the market rate for the job, and individual needs
Considering task requirements and qualification requirements

4. Job evaluation
Job evaluations are caried out to determine the base pay for a task/job.
Analytic evaluation: Evaluating a task/job by means of several, potentially different-ly weighted criteria, for which individual values are assigned and then integrated into one value for the task/job as a whole
Job evaluations allow comparisons between different jobs, e.g. regarding "comparable worth"

5. Procedures for analytic job evaluations
Selecting criteria
Weighing criteria
Describing tasks
Evaluating tasks by means of criteria="job value"
Determining the pay rates corresponding to different job values

6. Frequently used criteria and weighing of criteria
1) Knowledge and experience
2) Cognitive abilities
3) Leadership responsibility
4) Physical/emotional demands
5) Strenuous working conditions
1)-3) high weights
4)+5) low weights

7. Problems of current job evaluation systems
Overestimation of intellectual and leadership requirements
Underestimation of physical, social and emotional requirements
Consequence: Low evaluation of many “female-dominated” jobs and person-related service jobs in general

8. Cultural determination of job worth
Results of anthropologist Margaret Mead:
There are villages, in which men fish and women weave cloth, and villages, in which women fish and men weave; in both cases the work done by men is more highly evaluated (...) when men cook, cooking is considered an important task, when women cook, it is simply housework.
Jobs that were originally carried out by women are taken over by men when their societal importance grows – and vice versa.

9. Characteristics of good job evaluation systems
Systematic, non-discriminating, and status quo independent selection of criteria
Avoiding the confounding of criteria
Representative selection of core jobs
Reliable and valid assessment of criteria
Independent, well trained, representative evaluation committee
No corrections based on additional criteria not introduced at the start

10. Performance-related pay
A part of the overall pay is determined on the basis of individual/group/company performance.
Increasing use: in the US more than in Europe, for managers more than for employees without management responsibilities, in larger companies more than in smaller companies
Critical voices become louder:
Performance criteria - is the desired behavior the rewarded behavior?
Danger of reducing intrinsic motivation
Conflict between individual and team performance

11. Personnel development
Systematic furthering of personal aptitude in relation to individual expectations and organizational requirements by means of
- education/training
- counselling/coaching
- management by objectives
- team development
- job design

12. Basic assumptions in personnel development
dynamic relationship between person and work: person and work change continuously, requiring also continuous adaptation
Adaptation can happen from the perspective of „fit human to task“ and/or „fit task to human“

13. Basic model of strategic personnel development (PD)
Analyze requirements
define goals and target group(s) for PD intervention
define required qualification profiles
identify indivdiual employees who need PD measures
PD intervention
Evaluation concerning learning, behavior, and performance outcomes

14. Career orientations in Switzerland (Grote & Staffelbach, 2008)
Traditional-promotion oriented
Traditional-loyalty oriented
independent
disengaged

15. Career orientations in Switzerland (Grote & Staffelbach, 2007/2008)
Traditional-promotion oriented - 33%/28%
more men, more managers, lower education, higher satisfaction and commitment, lower intention to quit
Traditional-loyalty oriented - 28%/22%
more women, fewer managers, lower education, fulfilled psychological contract based on lower expectations, lower employability
Independent - 19%/18%
more men, more managers, younger, higher education, in large companies, less fulfilled psychological contract based on very high expectations, higher intention to quit
Disengaged - 19%/32%
more women, fewer managers, higher education, in small companies, less commitment, higher intention to quit
tailor personnel development to
career orientations