Discussion : Understanding Job Classification

Compare and contrast the major classification methodologies. In your discussion, be sure to address the requirements different classification methodologies pose for the organization and the effect of the methodology on employees. These requirements and effects should include (but are not limited to):

• Ranking.

• Classification.

• Point evaluation.

• Factor comparison.

• Market comparison.

You may include pay systems that modify these systems-for example, broad-banding. Support your points and observations with appropriately cited references to the texts or to articles from peer-reviewed or professional journals.

INTRODUCTION

This unit will prepare you to appreciate the complexities of rewarding employees for their performance on the job. Methodologies to pay employees for their work are critical in attracting employees as well as keeping them, and to this is added the need to motivate them to achieve high performance.

You will identify the pros and cons of the major conceptual models in rewarding staff and explore some simplifications that have evolved over the years, such as broad-banding.

To complicate the rewarding of employees for high-performance work, there are many regulatory and legal issues that must be navigated successfully by the human resources manager. You will gain an appreciation of these issues in this unit as well. To conclude this unit, you will explore these complexities in a case study of a minority recruiting situation that may help you in your own organization's future.

OBJECTIVES

To successfully complete this learning unit, you will be expected to:

1. Explore the methods of classification of employees within an organization.

2. Use existing theory bases to interpret the effect of customer service requirements on position classifications.

3. Articulate and discuss the advantages and disadvantages of the major classification methodologies.

4. Articulate the legal and regulatory requirements of personnel classification.

Unit 4 Readings

Use the Research Library to read the following:

• Job analysis and design. (2014). In R. F. Bortz, & P. H. Steisel Goldfarb (Eds.), Encyclopedia of business and finance (3rd ed., Vol. 2, pp. 467-470). Farmington Hills, MI: Macmillan Reference.

• Hawkes, C. L., & Weathington, B. L. (2014). Competency-based versus task-based job descriptions: Effects on applicant attraction. Journal of Behavioral & Applied Management, 15(3), 190-211.

• Risher, H. (2015, June 16). What's in a name? everything that's wrong with job classification. Government Executive, p. 1.

• Writing job descriptions: An 8-question checklist. (2013). HR Specialist, 11(12), 6.

• Haggerty, P. (2015). Labor department offers guidance to determine worker classification. Payroll Practitioner's Monthly, 26(9), 1-8.

• Mellow, M. A., Niedbalski, T., & Wehmer, J. S. (2016). Employee or independent contractor? How the effects of classifications impact employer liability. Defense Counsel Journal, 83(1), 45-67.

• Huang, W., & Kleiner, B. H. (2012). How to properly classify personnel as either contract workers or employees. Franklin Business & Law Journal, 2012(4), 158-162.