The function of Human Resources is to set specific requirements that are to be completed during a job analysis and create job specifications. From the initial interviews where there usually can be up to three to filter out the top candidates, the employers might throw the future employee a couple softballs such as why do you think a fraternity has built your leadership, organizational, and time management skills? If a person is called back after the three interview process which may or may not include an on site detailed view of what the occupation entails such as business to business interaction, licensing, leadership training, etc. The process then continues with drug testing to make sure the individual is not on narcotics and illegals of any kind and finally the process is concluded by filling out paperwork with W2 information, Health and Life benefits, 401 k, the commission rate (if there is one), and ultimately the conditional/final offer which will include information on the training process and the annual income for the individual being interviewed. In the following paragraphs I will describe what is done during a job analysis and how this process ultimately creates the job specifications.
I believe when middle managers, assistants, recruiters, and ultimately the president of the company are conducting interviews this process becomes crucial so they can find individuals that will make the right fit. This is a solid example of the Trust Gap which is growing. “The Trust Gap is indeed when middle manager and professionals toward the workplace, are becoming more like the hourly worker, historically the most disaffected group” (Cascio 11-1). It shows how middle management who usually conducts the interviews are putting themselves in the hourly wage workers shoes, how they used to be there say a year ago before they got promoted to the next level. It shows relation and the abilities for a individual to move up in a company. Chapter 11 will then continue to outline the payroll systems and how the company workers are being compensated and the benefits packages handed out. This can be adjusted depending on an individual responses during an interview, education, and work experience. Not everyone is making the same and usually management will tell an individual to keep the amount being earned, benefits, perks to ones self during and outside of work.
I know for a fact the pay systems philosophy that are including job analysis has changed structurally and from within. “Firms are continuing to relocate to areas where organized labor is weak and pay rates are low. They are developing pay plans that channel more dollars into incentive awards and fewer into fixed salaries” (Cascio 11-2). I know countless examples where pay is being judged by performance and not only if a person shows up and gets a flat salary. Management wants to see you going the extra mile and advancing into leadership and the companies organizational structure. Job specifications such as being paid on commission can be incredibly rewarding. For example I worked directly under a Fortune 500 company Direct Energy, the goal is to be on Bell every day and that is equivalent to 2 commission sales. Sometimes people have been known to get up to 8-10 a day, however 2 is always the aim. It is possible for an individual to make more money than what is specified during the initial process but it all depends on the individuals drive, determination, and if they are hitting quota every day.
In Conclusion, I have found specific job analysis details on what a company is looking for and how upper management, president, parent companies judge individuals on how they execute, their performance on a daily basis, the short-term to long-term organizational plan, and ultimately how individuals are being compensated through payroll and benefit programs.
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- Cascio, W. (2010).Managing human resources: Productivity, Quality of Work Life, Profits (8th ed.). New York: McGraw-Hill.