Job Rewards Analysis Warehouse Operator week 3 Final PDF

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Running head: JOB REWARDS ANALYSIS: WAREHOUSE OPERATOR

Job Rewards Analysis: Warehouse Operator Christina Hughes Colorado State University HRM522: Human Resource Planning Professor Esther Hayman Ph.D. February 11, 2018

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JOB REWARDS ANALYSIS: WAREHOUSE OPERATOR

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Job Rewards Analysis: Warehouse Operator The position of a warehouse operator is a labor-intensive entry level position that is available in both government and private sectors. To understand and build the extrinsic and intrinsic rewards matrix, it is important to understand and identify the job analysis and how those affect the appointment of the desired targeted employee against their identified knowledge, skills, and ability (KSAO) The following paper will review the identified methods which job rewards would be gathered, the sources utilized, and the processed used to gather and synthesize the information gathered. In addition, a job rewards analysis based on extrinsic and intrinsic rewards will be generated to represent the intended goal of the organization. Warehouse Operator: Overview of Job Functions The warehouse operator position is an entry level manual labor position that attracts a variety of applicants. The job analysis of this position addresses the ability for the organization to meet production goals, staff appropriately with minimal disruption, provide effective training to complete all required job functions. The work of the warehouse worker requires a high-school diploma or equivalent, ability to lift 50 pounds, forklift certification and ability to operate various types of transportation equipment without the requirement of a CDL. Requirements also include the ability to operate a computer and enter data as required. The work performed can be found in a variety of sectors; including, private, government, and contractors. The rewards provided to the employee will vary dependent on the organization. While working in a previous department the staff working within the warehouse position were found to have significant issues with higher levels of management. This created the need to review the warehouse position descriptions and the rewards matrix; thus, establishing new guidelines for the employees working within the warehouse positions. Management continued to

JOB REWARDS ANALYSIS: WAREHOUSE OPERATOR

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face inconsistencies and inability to manage and follow both the extrinsic and intrinsic rewards; thus, the experiencing a variety of problematic situations which led to a high rate of disciplinary problems and turnovers. Methods and Sources There are various methods that could be utilized to gather information to form a proper rewards matrix. To establish a rewards matrix, the first step is to create a rewards analysis, gather the information, and apply the information to provide a matrix that is affordable; yet, attractable package to attract and retain employees (Heneman, Judge, & Mueller, 2012). The methods utilized to collect data will include; but are not limited to, surveys of current employees, interviews with current and previous employees, organizational practices, and exit interviews with outgoing employees (Heneman et al., 2012). Reviewing current employees, would provide a better understanding of what is needed and how the organization would better provide the needed elements to promoting and fulfilling the job position with a candidate that meets or exceeds the demands of the position. It is important to ensure that the person(s) that are administering the surveys or collecting the data are well trained and have an objective placement within the agency; thus, it is recommended that an outside agency perform the steps to gather the information (Heneman et al., 2012). The information and confidentiality of the staff member should remain a priority and provided only to those that are conducting the research (Heneman et al., 2012 & Peersman, 2014). The methods to which evaluations and research is conducted should follow and adhere to all ethical guidelines to ensure transparency and represent the stakeholders best interest before all other considerations are met (Peersman, 2014). In addition, other organizations can provide benchmark data that could remain beneficial for the project team to apply to the organization’s practices (Heneman, 2007).

JOB REWARDS ANALYSIS: WAREHOUSE OPERATOR

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It will be recommended that the Pay Satisfaction Questionnaire (PSQ) be utilized to measure the attitudes and viewpoints toward the employees’ base pay, raises, rewards, and benefits (Heneman, 2007). In addition, collecting the job rewards from the organization’s own staff members can provide a unique approach that measures the current employees’ preferences (Heneman et al., 2012). Such application will be utilized in conjunction with the PSQ survey to provide an objective analysis of data collected. If the option of reviewing other agencies’ rewards matrix remains an option, it will be recommended that such action be taken. Utilization of the methods and resources would be weighed against the preferences of the organization and that of the employees (Heneman et al., 2012). What do the employees need to be successful and how can the agency supply the needed support? The largest factor will be to ensure that the tests and measurements of the tests are not only valid, reliable, but measurable; thus, the ability to develop an adequate matrix will improve the overall functions within the agency. Rewards Performance Matrix Reward Explanation Pay Comparable pay for employees –including comparable pay ranges that are automatic and offer a step-in pay after 5 years in maximum pay in current job class Indirect Compensation Benefits Health Insurance Employer sponsored health insurance w/ multiple plans to choose from Retirement Packages Multiple 401K plans with conditional options and w/ option to participate in the Deferred Compensation Program (DPP) Work Life Lactation rooms, mental health services (on-site staff psychologist), Employee assistance programs Perks Staff cafeteria, student loan assistance (with certain approved positions), on site gym Other Maternity leave (paid vacation for 2 weeks), Accrued vacation with steps for additional hours based on years in service, 8 hours of sick leave monthly, life insurance, short and long-term disability, ability to participate in employee sponsored MetLife, personal holiday, and 8 paid holidays a year.

JOB REWARDS ANALYSIS: WAREHOUSE OPERATOR Hours/Work Full Time Shifts

Flex time / OT

Career Advancement

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Full time offered with full benefits. 40 hours a week is considered full time. Two shifts available-bid system with the ability to work in areas/shifts Premium pay available before 0600 and after 2100 if preapproved Ability to offer flex/compensation time with schedule as all employees are classified as non-scheduled employees. Ability to request change to schedule with the mutual agreement between the lead supervisor and that of the employee by +/- 2 hours in one day or +/- 2 days in a seven-day work week calendar without the union involvement or reclassification or bidding right. Ability to offer variance in schedules in schedules 9/80, 4/10, or 5/8. Overtime is available but not offered regularly-pay is offered at time and half. Training-classes, advancement, KSAO, and competency improvement training.

Job Advancement

Ability to grow and promote within the agency

Job Security

Union membership, performance reviews, safeguards prior to any termination or loss of job Available if requirements met

Severance Package Exhibit 1.1 Extrinsic Rewards Rewards Performance Matrix Reward Social oriented interaction

Autonomy Feedback from supervisor and Co-workers

Explanation The job requires the employee to work closely (both internal/external) with a diverse group of stakeholders and other employees within the agency. The ability to have ownership and freedom to successfully do your job Feedback (both sustains and improvements) provided to the employee by the use of effective communication on the progress of the work that is completed. Recognition of the work completed remains equally important within the employee’s performance. Co-workers can provide feedback that allows the team member to be more productive and increases the moral w/in the workplace.

JOB REWARDS ANALYSIS: WAREHOUSE OPERATOR Internal evaluations from the job

Skill/Tasks/KSAO

Communication and Management Relations

Significance of Work

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Provides a self-reflection of the job by reviewing ones’ own work through comparison of previous work and ongoing productivity. Provides the ability to enhance the KSAO; thus increasing the employee’s marketability. The training and experience enhances the employees’ marketable skills that can be transferred over to other departments within the agency/or other agencies beyond the scope of the current employment. Trust in management and the use of effective communication between the employees. The value of listening and improvement in the workplace and not just the repetition of checking off applicable tasks. The value of listening and relations within the management is one that is built upon the actions of continuous follow-through. The value of ones’ statement is only strong as the follow-through; thus, if statements are only to appease the current issue without any intent of correcting the problems, the value of such communication has zero validity. Thus, employees loose the trust in management and the ability to provide effective change is lost in the circle of insanity. Understanding that the work completed is appreciated and needed beyond the scope of what is seen.

Exhibit 1.1 Intrinsic Rewards

Conclusion Reviewing the options for understanding what employees will need to complete the job and actually placing follow-through with the information provided by the data collected remain two important factors in improving the workplace dynamics and the work completed by the employees. Creating a job rewards analysis can assist the organization by attracting the right employee to the agency and assist with maintaining employees that are already established with the agency. While identifying job rewards is important, what is even more vital is applying and ensuring follow through with what is promised to staff. While providing a variety of rewards to employees can assist in the recruitment process, the employer would need to place careful review

JOB REWARDS ANALYSIS: WAREHOUSE OPERATOR of the rewards offered so not to place the agency vulnerable to extending resources beyond their capability. The rewards matrix can established through a multitude of methods, and while the agency will be provided a collage of data, the HR department will need to decide what is most important for the agency and that of the employees.

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JOB REWARDS ANALYSIS: WAREHOUSE OPERATOR References Heneman, H. G., Judge, T. A., & Mueller, J. K. (2012). Staffing organizations (8th ed.). New York, New York: McGraw-Hill. Heneman, R. L. (2007). Implementing total rewards strategies. United States of America: SHRM Foundation. Peersman, G. (2014). Data Collection and Analysis Methods in Impact Evaluation [Brief]. Retrieved from www.unicef.gov

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