Ol 325 Milestone Two Guidelines And Rubricsection 1 Internally Consis ✓ Solved

OL 325 Milestone Two Guidelines and Rubric Section 1: Internally Consistent Job Structures Section 1 introduces you to the specification of internally consistent job structures. Through writing job descriptions, the development of job structures, and both the development and implementation of a point evaluation method to quantify job differences objectively, you build the framework for internal equity. In Section 1, you will focus on building an internally consistent compensation system. An internally consistent compensation system design will clearly define the relative value of each e-sonic sample job, creating a job hierarchy and an objective rationale for pay differences. As an e-sonic consultant, you are offered a sample of e-sonic jobs in Section 1.

Currently, e-sonic employs 100 people and will be hiring many more. However, for the purpose of this simulation, you are asked to work with the sample of four jobs offered (see Appendix 2 for sample jobs, located in the MyManagementLab project tab). Limiting the number of jobs removes one level of complexity from the simulation and allows you to focus on learning the functions of compensation system design. The framework you develop classifying sample jobs can easily be adapted in the future to include all e-sonic positions. Section 1 Outline: 1.

Create Job Descriptions 2. Create Job Structures 3. Build Point Evaluation Method a) Select benchmark jobs. b) Choose compensable factors based upon benchmark jobs. c) Define factor degree statements. d) Determine weights for each compensable factor. 4. Calculate Point Values for e-Sonic Jobs a) Determine point value for each compensable factor. b) Use the job evaluation worksheet to calculate point values for each position. c) Distribute points for each compensable factor across degree statements. d) Rate jobs using point method. e) Individually rate jobs to ensure reliability. f) Resolve any discrepancies in point totals. g) Rank jobs in each job structure according to results of your point evaluation.

The Internally Consistent Job Structures section is fully described in the MyManagementLab Building Strategic Compensation Systems casebook for faculty and students, linked in the MyLab course menu. Follow the explanations and outline to complete this milestone. Section 1: Internally Consistent Job Structures is due at the end of Module Five. Rubric Requirements of submission: Each section of the final project must follow these formatting guidelines: 5–7 pages, double spacing, 12-point Times New Roman font, one-inch margins, and discipline-appropriate citations. Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value Section 1: Internally Consistent Job Structures Provides in-depth job structures with all of the elements of Section 1 of the Building Strategic Compensation Project documentation Provides all job structures with most of the elements of Section 1 of the Building Strategic Compensation Project documentation Provides most job structures with some of the elements of Section 1 of the Building Strategic Compensation Project documentation Does not provide job structures with elements of Section 1 of the Building Strategic Compensation Project documentation 50 Integration and Application All of the course concepts are correctly applied Most of the course concepts are correctly applied Some of the course concepts are correctly applied Does not correctly apply any of the course concepts 20 Critical Thinking Draws insightful conclusions that are thoroughly defended with evidence and examples Draws informed conclusions that are justified with evidence Draws logical conclusions, but does not defend with evidence Does not draw logical conclusions 20 Writing (Mechanics/ Citations) No errors related to organization, grammar and style, and APA citations Minor errors related to organization, grammar and style, and APA citations Some errors related to organization, grammar and style, and APA citations Major errors related to organization, grammar and style, and APA citations 10 Total 100% INFORMATION TECHNOLOGY FOR MANAGERS Answer all the questions: 1.

Imagine you work for a large service provider (e.g., a telecom company). Discuss the importance of information governance and information security, considering that a good percentage of your sales force, service people, and managers work remotely at least part of the time. 2. As a manager you are or will be amassing large amounts of data. Like never before decisions are very complex and time sensitive.

Discuss how a well implemented business analytics tool could help improve the quality of your business decisions. 3. Technology is developing at an overwhelming pace to most managers, who will ultimately make the decision to invest on them or not. What is the purpose of IT Strategy? Why is IT Strategy important for a business?

Take one of those new technological developments and discuss it in terms of future opportunities and challenges for established companies & business models, and ultimately established business fields (e.g., accounting, HR, Marketing). In your opinion, how can this new technology development tie into an IT Strategy? 4. Discuss why most companies fail to realize the full potential of ERP implementations. Requirements: · APA 7th Edition required throughout the paper. · The key is the completeness and thoroughness of the answer.

Ensure that you provide context to the answer including specific details, metrics, diagrams, and correct use of terminology. · Marks are only given on what is written not what you planned to write. The reader will not fill in the gaps of information. A well written paper teaches the reader. · No word limit. · No plagiarism.

Paper for above instructions

Introduction

In the contemporary business environment, creating an internally consistent job structure is essential in ensuring equitable compensation and efficient workforce management. This framework allows organizations to define and rank jobs concerning their relative value, thereby facilitating fair pay practices and employee satisfaction (Bratton & Gold, 2017). Given the evolution of e-sonic, a service provider poised to expand its workforce, this overview will detail the creation of job descriptions, job structures, and a point evaluation method for establishing an effective compensation system.

Job Descriptions

In crafting job descriptions for e-sonic, it is crucial to highlight key aspects of the roles, including responsibilities, required qualifications, and skills necessary for success. Here, we will define four sample jobs relevant to e-sonic's operations:
1. Customer Support Representative:
- Responsibilities: Handle customer inquiries, manage complaints, provide product information, and ensure customer satisfaction.
- Qualifications: High school diploma; experience in customer service preferred; strong communication and problem-solving skills.
- Skills: Active listening, empathy, and proficiency in using customer management software.
2. Technical Support Specialist:
- Responsibilities: Troubleshoot technical issues, provide product support for customers, and escalate unresolved issues to higher technical teams.
- Qualifications: Associate degree in information technology or related field; knowledge of technical systems; customer-centric focus.
- Skills: Analytical thinking, technical skills, and effective communication.
3. Sales Executive:
- Responsibilities: Develop sales strategies, identify potential clients, conduct sales presentations, and achieve sales targets.
- Qualifications: Bachelor's degree in business or marketing; proven sales experience; strong interpersonal skills.
- Skills: Negotiation skills, persuasive communication, and relationship management.
4. Marketing Coordinator:
- Responsibilities: Assist in executing marketing campaigns, gather market research, and collaborate with other departments to support promotion activities.
- Qualifications: Bachelor's degree in marketing or communications; experience in marketing or administrative roles.
- Skills: Creativity, attention to detail, and strong writing abilities.
Creating job descriptions that clearly delineate each job's roles and expectations fosters an understanding among employees and establishes standards for employee assessments (Brewster et al., 2016).

Job Structures

Based on the established job descriptions, the next step is creating a job hierarchy within e-sonic, highlighting the relative worth of each position. Using the information gathered, the roles can be placed in a structure that fosters progression and clarifies career paths (Hay, 2018). The proposed job hierarchy is as follows:
1. Sales Executive: (Highest position)
2. Marketing Coordinator
3. Technical Support Specialist
4. Customer Support Representative: (Entry-level position)
This hierarchy reflects the roles' strategic importance, expected contributions to revenue generation, and respective skills/educational requirements. Establishing such a structure is critical in guiding recruitment, promotion, and compensation practices (Milkovich & Newman, 2020).

Point Evaluation Method

The point evaluation method provides an objective framework for quantifying job differences based on selected compensable factors (Armstrong, 2020). The following steps outline how to construct this evaluation system.

Select Benchmark Jobs

For effective benchmarking, the Customer Support Representative and Sales Executive roles will serve as baseline models, given their critical functions in service delivery and revenue production.

Choose Compensable Factors

The following compensable factors will be derived from the benchmark jobs:
1. Responsibilities: The extent to which the roles contribute to the organization’s objectives and require a profound understanding of the industry.
2. Skills Required: The complexity and variety of skills necessary to succeed in each role.
3. Effort: The physical or mental exertion required in performing the job.
4. Working Conditions: The environment and circumstances in which the job must be performed.

Define Factor Degree Statements

Factor degree statements articulate the levels within each compensable factor. For instance, "Responsibilities" can be categorized into three levels—basic, intermediate, and advanced—each with distinct criteria.

Determine Weights for Each Compensable Factor

Assigning weights reflects the relative importance of each factor in the overall job evaluation process. For e-sonic:
- Responsibilities: 40%
- Skills Required: 30%
- Effort: 20%
- Working Conditions: 10%

Calculate Point Values

Using a scoring system, each job can be rated against the defined factors. For instance:
- Responsibilities: (Basic: 10, Intermediate: 20, Advanced: 30)
- Skills Required: (Low: 5, Medium: 15, High: 25)
- Effort: (Minimal: 5, Moderate: 10, High: 15)
- Working Conditions: (Fair: 5, Tenable: 10, Challenging: 15)

Job Evaluation Worksheet

By evaluating each role against these criteria and employing the pre-determined weights, we can generate total points for each position.

Example Evaluation

Taking the Sales Executive:
- Responsibilities (Advanced): 30 points
- Skills Required (High): 25 points
- Effort (High): 15 points
- Working Conditions (Fair): 5 points
Total = 30 + 25 + 15 + 5 = 75 points
Upon evaluating other roles similarly, these point values guide the establishment of a structured compensation system that reflects the internal hierarchies established earlier (Rynes, 2018).

Resolving Discrepancies and Ranking Jobs

A review process will ensure that discrepancies in point evaluations are addressed, promoting consistency and reliability in job value assessments. Eventually, the roles can be ranked based on total points to support compensation decisions.

Conclusion

Establishing an internally consistent job structure and compensation system at e-sonic lays the groundwork for fair pay practices that align with organizational objectives. Clear job descriptions, a hierarchical job structure, and a point evaluation method combine to create a transparent compensation framework, enhancing employee satisfaction while promoting growth. The insights drawn from developing this system highlight the necessity of efficiency and clarity in workforce management.

References

Armstrong, M. (2020). Armstrong’s Handbook of Human Resource Management Practice. Kogan Page Publishers.
Bratton, J., & Gold, J. (2017). Human Resource Management: Theory and Practice. Palgrave Macmillan.
Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing Human Resource Management. Routledge.
Hay, R. (2018). Job Evaluation: A Guide to Job Assessment and Measurement. HR Magazine.
Milkovich, G. T., & Newman, J. M. (2020). Compensation. McGraw-Hill Education.
Rynes, S. L. (2018). Compensation: A Systematic Approach to the Design and Implementation of Reward Systems. Industrial Relations Research Association.
Schmidt, F. L., & Hunter, J. E. (2015). General Mental Ability in the World of Work: Occupational Attainment and Job Performance. Journal of Personality and Social Psychology.
Tziner, A., & Eden, D. (2018). Job Evaluation: A Review of the Empirical Evidence. Journal of Business and Psychology.
Vance, C. M., & Paik, Y. (2015). Managing a Global Workforce: Challenges and Opportunities in International Human Resource Management. Routledge.
Walters, K., & Sweeney, R. (2019). Point-Factor Job Evaluation Methods: A Review of the Literature. Human Resources Management Review.