Chapter 6 Flashcards
routine work
transactional work
complex work (as compared to transactional, or routine, work)
tacit work
specialists in corporate law, finance, or welding and hydraulic maintenance
depth
generalists with knowledge in all phases of operations including marketing, manufacturing, finance, and human resources
breadth
Pay structure that links pay to the depth or breadth of the skills, abilities, and knowledge a person acquires that are relevant to the work.
skill-based structures
Systems that link pay to the number of different jobs (breadth) an employee is certified to do, regardless of the specific job he or she is doing.
multiskill system
Basic units of knowledge employees must master to perform the work, satisfy customers, and achieve business objectives.
skill block
a systematic process of identifying and collecting information about skills required to perform work in an organization
skill analysis
accumulating the necessary skill blocks
topped out
Basic knowledge and abilities employees must acquire or demonstrate in a
competency-based plan in order to successfully perform the work, satisfy customers, and achieve
business objectives.
competencies
Compensation approach
that links pay to the depth and scope of competencies
that are relevant to doing the work
competency-based structure
Systems that focus on jobs as the basic unit of analysis to determine the pay structure; hence, job analysis is required
job-based systems
Compensation approach
that links pay to the depth and/or breadth of the
skills, abilities, and knowledge a person acquires/demonstrates that are relevant to the work.
skill based systems
translate each core competency into action
competency sets
Try to abstact the underlying, broadly applicable knowledge, skills, and behaviors that form the foundation for success at any level or job in the organization
core competencies
