Bermejo ROM CRIS Midterm CASE 1 PDF

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RIZAL TECHNOLOGICAL UNIVERSITYCollege of Business and Entrepreneurial Technology Department of Human Resources Development ManagementA case study analysis entitled “Job evaluation for managerial positions”Submitted by: Bermejo, Rom CrisSubmitted to: Mr. Jessie Sergote2021I. INTRODUCTIONJob evaluatio...

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RIZAL TECHNOLOGICAL UNIVERSITY College of Business and Entrepreneurial Technology Department of Human Resources Development Management

A case study analysis entitled “Job evaluation for managerial positions”

Submitted by: Bermejo, Rom Cris

Submitted to: Mr. Jessie Sergote

2021

I.

INTRODUCTION Job evaluation for managerial positions The chairman of the board of directors of Jonadel Corporation has proposed that all

managerial positions be included in the corporate job evaluation program. The idea came from several friends in other companies of the Chamber of Commerce and Industries where he is a member of the board of directors. The inclusion of the managerial positions in other company’s job evaluation program has been found successful and helpful. There are differences in the pay systems based on the job evaluation in these companies and the chairman is convinced that these will work also with the company where the chairman is and has the greatest shares of stocks. In one of the special meetings of the Board of Directors, he proposed the idea to the chief operating officer. The chief operating officer said that the programs be held in abeyance until he had consulted his line and operating managers who will be affected by the changes due to the job evaluation system that will be implemented. In the meeting called by the chief operating officer, most of the mangers opposed the idea. They argued that their positions cannot be rated with other positions due to the complexity of their responsibilities. They pointed out further to the CEO that no job evaluators can possibly know the extent of their jobs and compare the same with subordinate positions. The objections of the managers were that the qualities for such positions were varied and salaries were differently structured based on experience and length of service in the company. The CEO while being neutral, feared that if the job evaluation would include the positions of his line and operating managers, he would be losing his best people in the organization. He also thought that developing new manager takes time and those operators might suffer due to changes in the organizational system. The Human Resource Manager in his talk with the chairman of the board was in favor of the idea. He discussed the same with his staff and also supported the idea of including the managerial positions. The CEO called the president to prepare a memorandum for the Human Resource Department to study the program and implement the Job Evaluation Program for managerial positions. The

program should give details of the advantages of the program and the process of what is to be done and how it should be done.

II. POINT OF VIEW Top Management

III. STATEMENT OF THE PROBLEM Jonadel Corporation proposed a job evaluation program that includes managerial position in said assessment. In the meeting called by the chief operating officer, most of the mangers opposed the idea. They argued that their positions cannot be rated with other positions due to the complexity of their responsibilities. They pointed out further to the CEO that no job evaluators can possibly know the extent of their jobs and compare the same with subordinate positions. The objections of the managers were that the qualities for such positions were varied and salaries were differently structured based on experience and length of service in the company.

IV. STATEMENTS OF OBJECTIVES 1. To successfully implement the proposed job evaluation for Rank and File Positions. 2. To conduct a study regarding the development of Job Evaluation for Managerial Positions. 3. To develop a Job Evaluation specified for Managerial Positions

V. AREA OF CONSIDERATION SWOT ANALYSIS Strength 1. Flexibility of the Company 2. Systematic comparison between jobs. 3. Strong Management

Weakness 1. Demotivate managerial employees. 2. Can made the managerial employees feel as if the company is being biased. 3. Tension between Levels of Employees. Opportunity 1. Establish a rational pay structure by assessing their relative worth 2. Transparency of Employee Evaluation 3. To identify further areas for training Threat 1. Resignation of Managerial Employees. 2. Losing professional competence 3. Issues in Disciplinary Action

VI.

ALTERNATIVE COURSES OF ACTION 1. Organize a meeting with Managerial Employees Advantage: This able both parties to communicate with their concerns and make their points clear. Disadvantage: Meeting can be ineffective and adds more tension in organization.

2. Propose an Employee Evaluation exclusively for Managerial Employee Advantage: Helps to evaluate the Managerial Employee in most specific standards. Disadvantage: This oppose the idea of the Managerial Employee to not to include them in evaluation.

3. Conduct a counselling for employees and employers Advantage: Counselling will help the employees both in Associate Position and Managerial Employee to ease the tension between the relationships. Disadvantage: Many Counselling Challenges may occur such as Anger Management, Stress, and Behavioural Changes.

VII.

STRATEGIC FORMULATION After studying the SWOT Analysis and presented Alternative Courses of Action, the

researchers highly suggest the Alternative Course of Action 2, the Proposal of Employee Evaluation that is exclusive for Managerial Employee. The situation in the organization struggles in two parties agreeing and disagreeing with the employee evaluation in managerial sector. The chairman who is in charge of the issue aims to be fair and consider both parties point of view. With the suggested Proposal of Employee Evaluation for Managerial Sectors, this would set standards and most likely to clearly define the description of jobs in Managerial Positions. The researchers believe that this formulation would be much effective in the company and their situation in specific.

VIII. ACTION PLAN Activity

Objectives To successfully

Implementing a Job Evaluation

implement the proposed job evaluation for Rank

Person Involved

Timeframe and Feedback

- Chairman of the Board of Directors

1-2 month/s

- Human Resource Department

and File Positions. To conduct a study Propose an Employee Evaluation for

exclusively Managerial

Employee

regarding the

Development

development of Job

Employees

Evaluation for Managerial Positions. To develop a Job

Creating of Managerial Performance Evaluation

- Research and

Evaluation specified for Managerial Positions

2-4 month/s

- Human Resource Department - Chairman of the Board of Directors

2-3 month/s

- Chief Executive Officer - Human Resource Department

IX.

CONCLUSION After conducting the study regarding the situation above and after implementing the

suggested Alternative Course of Action, the Proposal and Implementation of Managerial Performance Evaluation, the researchers expected the situation to be at ease; to solve the main background which is the Managerial Employees disagreeing about the proposed evaluation in Managerial Sector. With the minor presented throughout the study, the researchers expected the company to adapt any of the Alternative Course of Action and Action Plan depends on what the situation demands. Lastly, the researchers encourage other researchers to further conduct a study in line with this topic to fill the gaps and other factors that can be affected by this case....