reward management PUBLIC ANDMINISTRATION

STUDIES SEARCH TO HELP ENHANCE MANAGEMENT

1. REWARD MANAGEMENT REPORTER’S JENYROSE ALBARICO ANGEL MAE ANGOB

2. TABLE OF CONTENTS MEANING & IMPORTANCE TYPES & EXAMPLE ADVANTAGES & DISADVANTAGES CONCLUSION

3. 01 REWARD MANAGEMENT

4. WHAT IS REWARD MANAGEMENT? Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly,equitably and consistentently in accordance with their value to the organization 01

5. JOB ANALYSIS J ob analysis is a systematic process used to gather, document, and analyze information about a job, including its duties, responsibilities, qualifications, and the skills required. The primary goal of job analysis is to provide a comprehensive understanding of a particular job to support various HR functions such as recruitment, selection, performance appraisal, training, and compensation.

6. Here are the some examples of job analysis: J ob Identifi cation Data Collection Job Description Job Specifications Job evaluation

7. DATA COLLECTION METHODS OBSERVATION INTERVIEWS WORK SAMPLING QUESTIONNAIRE

8. 01 Position Analysis Questionnaire Requires that each job be analyzed with regards to 194 specific task commonly found in many jobs. It uses six scales to determine the degree to which this standardized tasks are performed in the job being analyzed. 02 Functional Job Analysis Examine the degree to which people, data, and things are involved in the functions of the job. The critical incident is a qualitative techniques that focuses on behavior that are critical for job success. Standards Instruments

9. 1. Describe the basic purpose of the job.(why it is performed) 2.List the various duties in the order of importance.( Describe what the task is, how it is performed and why and why it is done) 3.Begin each sentence with an action verb. 4.Use example to add meaning 5.Define jargon or initial. 6. Assume the reader knows nothing about the job. 7.Answer all the why, how and who questions that the sentence generate. 8.Provide an organization chart; include names, titles and line numbers.Ensure that the chart answers the following questions: - To whom does this position report? -What other positions report to the same supervisor? -What positions report to this position? ELEMENTS OF A GOOD JOB DESCRIPTION

10. Position Summary A position summary typically refers to a concise overview or description of a specific job or role within an organization. It outlines the key responsibilities, qualifications, and requirements associated with the position. Principal Duties This section describes the results for which the position has ongoing accountability. Accountabilities are statements of the important end results which the job exist to achieve. Internal and External Contact This section consider what contacts are within and outside of the company, How often they occur and why? How important is the contact in relation to company goals? Confidential or sensitive data Confidential or sensitive data refers to information that is considered private, valuable, or restricted, and its unauthorized access, disclosure, or alteration could have negative consequences. Organization Chart Organizational charts are valuable tools for employees to understand the structure of the organization, the reporting lines, and the overall hierarchy. Writing a Good Job Description

11. The three basic methods of job evaluation: RANKING METHODS CLASSIFICATION METHODS FACTORS COMPARISON METHODS

12. Advantages of the method: Analytical and objective. Reliable and valid in each jobs in terms of key factors. Money values are assigned in a fair way based on an agreed rank order fixed by the job evaluation committee. Flexible since there is no upper limitation on the rating of a factor. Disadvantages: Difficult to understand, explain and operate. It use of the same criteria to asses all jobs is questionable as jobs differ across and within organizations. Time consuming and costly.

13. Here are procedure in explaining of point methods: This is the widely used method jobs are expressed in terms of key factors.Point are assigned to each factor after prioritizing each factor in order of each importance. 2.Divide each major factor into number of subfactors. 1. Select key jobs POINT METHOD

14. The most frequent factors imployed in points are system are: Skills( key fators Responsibility/ accountability Efforts

15. MANAGING PEOPLE MOTIVATION Human resources are the heart and soul of the organization. In order for the business to succeed, it is important that you should manage them effectively. In today's globally competitive business, success depends on the people to opti- mize the full utilization of their talents.

16. Definition of Motivation: Motivation helps explain why peo- ple do the things they do. Understand. ing motivation is a major concern of all people managers. It can help shape the behavior of people in the organization. Motivating people is now more complex in light of Generation Y that dominates the workplace. HISTORY OF MOTIVATION: It has been said that before the word motivation entered a manager's dictionary, thousands of years ago, peo- ple realized the importance of influenc- ing workers to accomplish tasks for an organization. The oldest technique used to motivate others is known today as the Carrot and Stick method.

17. This new era of industrial psychol- ogy led to a sensitive understanding of people and their symbiotic relationship with organizations. THE ERA OF INDUSTRIAL PSYCHOLOGY Maslow’s Hierarchy of Needs Maslow's Hierarchy of Needs Abraham Maslow's hierarchy of needs theory is one of the most widely discussed theories of motivation. It has provided insight into the differences among employees as well as the chang- es of motivational drives across time for one individual . MOTIVATION THEORIES T his gave rise to the develop- ment of Motivation Theories. These theo- ries help provide insight into why people behave the way they do and what ener- gizes them. Each of these theories made up the building blocks upon which moti- vational tools were based and applied in dealing with employees.

18. Psychological needs include : Breathing Homeostasis( a relatively stable state of equilibrium) Water Sleep Safety and Security needs include: personal security Financial security Health and well- being Safety needs against accidents/ illness and their adverse impact

19. Social Needs Having a supportive and communicative family, humans need to feel a sense of belonging and acceptance. whether it comes from a large social group, such as clubs, office culture, re ligious groups, professional organiza tions, sports teams, gangs (safety in numbers"), or small social connections (family members, intimate partners, mentors. Esteem People need to engage therm- selves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel accepted and self-valued, be it in a profession or hobby. Self -Acualization The motivation to realize one's own maximum potential and possibilities is considered to be the master motive or the only real motive, all other motives being in its various forms.

20. HYGIENE- FACTORS MOTIVATORS Herzberb’s Motivation - hygiene Theory

21. THEORY X THEORY Y DOUGLAS MCGREGOR’S THEORY Achievement Affilliation McClelland’s learning needs theory

22. Effective reward management is essential for fostering a positive work environment and encouraging high levels of employee engagement. By aligning rewards with organizational goals and individual performance, companies can create a motivated workforce that is dedicated to achieving success. However, the complexity of reward management lies in striking the right balance between monetary and non-monetary rewards, ensuring fairness and transparency in the distribution of rewards, and adapting to the changing needs and expectations of employees. CONCLUSION

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