IKD_503_DersNotlari_2s

9/22/2019 Performans yonetimi • Performans yonetimi ➢ Bireylerin ve gruplarin performansini ortaya cikarma, olcme, gelistirme; davranislarini orgutsel amaclarla uyumlastirma sureci • Performans yonetimi ile performans degerlendirme arasindaki fark ➢ Surekli gelisim icin surekli/kesintisiz bir surec ➢ Bireysel ve grup amaclari ile stratejik amaclara arasinda daha guclu bir bag ➢ Is sureclerine dair surekli bir degerlendirme ve gelistirme 201 Performans yonetiminin temel yapi taslari Vizyon, misyon Hedefler arasi Surekli ve stratejinin tutarlilik performans paylasimi izleme Surekli Yonlendirme ve Odullendirme ve geribildirim gelisme destegi taltif 202 101

9/22/2019 Yararlanilan Kaynaklar • Gary Dessler. 2013. Human Resource Management, 13th Ed. Pearson. • R. Wayne Mondy. 2013. Human Resource Management, 13th Ed. Prentice Hall. 203 IKD 503 INSAN KAYNAKLARI YONETIMI Konu 8: Stratejik Odeme Planlari Mehmet Nasih Tağ 204 102

9/22/2019 Ucretlendirme Calisanlara yapilan odemeler Dolaysiz finansal Dolayli finansal odemeler odemeler (ucret, maas, (isveren SG kesintileri, tatil komisyon, prim, vb.) odemeleri, vb) 205 Kurumsal politikalar, rekabet stratejisi ve ucretlendirme • Uyumlu bir odullendirme stratejisi ➢ Yoneticinin temel gorevi: ❖ Rekabet stratejisini desteklemek ve basarabilmek icin ihtiyac duyulan davranislarin ortaya cikmasini saglayan bir odul paketi yaratmak ➢ IK ucretlendirme yoneticisi tepe yonetim ile beraber firmanin stratejik amaclari ile tutarli ucretlendirme politikalari yaratir. 206 103

9/22/2019 Ucretlendirme politikasinda onemli konular • Performansa bagli ucret • Kideme bagli ucret • Maas artislari ve terfi • Fazla mesai ve vardiya odemeleri • Deneme donemi ucretlendirmesi • Ucretli ve ucretsiz izin • Ucretli tatil • “Salary compression” • Farkli cografyalarda yasama maliyeti farkliliklari 207 Hakkaniyet ve hakkaniyetin odemeye etkisi Ucret hakkaniyeti turleri Dissal Icsel Bireysel Usul hakkaniyet hakkaniyet hakkaniyet (yontemsel) hakkaniyet 208 104

9/22/2019 Hakkaniyeti saglamak Bolgesel ucret ve maas anketleri Hakkaniyet Is analizi ve is degerlemesi saglamak icin Performans degerlendirmesi ve odullendirme Iletisim, sikayet mekanizmalari, calisanlarin katilimi 209 Ucret belirleme Ucret belirlemek icin adimlar 1 Maas anketlerinin yapilmasi (dissal hakkaniyeti saglamak icin) 2 Is degerlemesinin yapilmasi (her bir isin degerini belirlemek icin) 3 Ucret gruplarinin olusturulmasi (is benzerligi temelinde) 4 Ucret egrileri ile ucret miktarinin belirlenmesi 5 Belirlenen ucretlerin ince ayarinin yapilmasi 210 105

9/22/2019 Birinci adim: Maas-ucret anketi Maas anketlerinin kullanim alanlari Kiyaslanabilir Bir isin piyasa Calisanlarin diger islerin ucretini ucretini ozluk haklari ile belirlemek icin ilgili karar vermek belirlemek icin icin 211 Maas-ucret anketi Bilgi kaynaklari Firmanin Danismanlik Profesyonel Ilgili devlet Internet kendi firmalari birlikler kurumlari (odalar) arastirmasi 212 106

9/22/2019 Ikinci adim: Is degerlemesi Kompanse edilebilen faktorlerin belirlenmesi Yetenekler Efor Sorumluluk Calisma kosullari 213 Is degerlemesi Is degerleme metodlari Siralama Is siniflandirma- Puan metodu Faktor duzeylendirme karsilastirma 214 107

9/22/2019 Siralama • Genel bir faktor temelinde islerin (kadrolarin) goreceli olarak siralanmasi Siralama Yillik maas 1. Yonetici $43,000 2. Bas hemsire 42,500 3. Muhasebeci 34,000 4. Hemsire 32,500 5. Asci 31,000 6. Hastabakici 28,500 7. Hademe 25,500 215 Islerin (kadrolarin) siniflandirilmasi • Siniflandirma: Yapilan gorevlerin benzerligine bagli olarak yapilan siniflandirma ➢ Genel idari hizmetler, teknik hizmetler, • Duzeylendirme: Kompanse edilebilen faktorlerin duzeyine bagli olarak yapilan siniflandirma. (Yapilan islerin ve gorevlerin zorluk duzeyi ayni, ancak is ve gorevler farkli) ➢ Duzey 1: Tamirci, tornaci, elektrikci, makinist, … 216 108

9/22/2019 Puanlama metodu • Kantitatif bir teknik ➢ Kompanse edilebilen faktorlerin is (kadro) icindeki mevcudiyeti belirlenir ➢ Her bir faktor acisindan ise puan verilir ➢ Faktorler acisindan verilen puanlar toplanarak genel bir puan elde edilir. 217 Ucuncu adim: Islerin siniflandirilmasi Ucret Puanlama metodu derecelerinin Siralama metodu olusturulmasi Siniflandirma metodu 218 109

Ortalama Odeme 9/22/2019 Dorduncu adim: Her bir derece icin ucretlerin belirlenmesi • Ucret egrisi ➢ Is degerlendirmesi sonucu belirlenen her bir derece ile her bir derece icin yapilan ortalama ucret odemesi arasindaki iliskiyi gosterir 219 Ucret egrisinin cizimi Puanlar (Ucret Sinifi) 220 110

9/22/2019 Besinci adim: Ucretlere ince ayar • Odeme ranjlarinin olusturulmasi ➢ Piyasada odenen maaslara benzer odeme yapabilmek icin bir esneklik yaratir ➢ Calisanlar daha kolay bir sekilde daha yuksek bir odeme ranjina gecebilir ➢ Performans farkliligi ve kidemi odullendirmeye imkan verir • Asiri (dusuk ya da yuksek) ucretlerin duzeltilmesi ➢ Asiri dusuk odemeleri uygun bir odeme ranjinin minimum ucretine yukseltilmesi ➢ Asiri yuksek odemeler icin yapilan maas artislarini dondurmak veya ilgili odeme ranjinin maksimum ucretine esitlenmesi 221 TIPIK BIR UCRET YAPISI Ucret egrisi (dogrusu) Maksimum ucret Ortalama Odeme Ucret ranji Minimum ucret Puanlar (Ucret Sinifi) 222 111

9/22/2019 Yonetsel isler icin maas belirleme Yoneticilerin kompanse edilmesi Temel bir Kisa vadeli Uzun vadeli Yonetici yan odeme odeme odeme gelir ve ikramiyeler 223 Yetenek temelli odeme • Yetkinlik/Yetenek ➢ Acikca ortaya konabilen (gosterilebilen) ve performansi artiran bilgi, beceri, davranis gibi kisisel ozellikler • Yetenek temelli odeme nedir? ➢ Kadro yerine, calisanin bilgi ve becerilerinin turu, duzeyi ve cesitliligine bagli olarak odeme yapilmasi 224 112

9/22/2019 Pratikte yetenek temelli odeme • Yetenek temelli odemenin temel unsurlari 1. Odemeye temel olacak yeteneklerin neler oldugunu belirleyen bir sistem 2. Bir calisanin ucretini yeteneklerine baglayan bir surec 3. Calisanlarin yeni yetenekler kazanmalarini saglayan bir egitim sistemi 4. Resmi bir yetenek test sistemi 5. Calisanlara daha fazla is rotasyonu imkani veren bir is ortami 225 Yetenek temelli odeme • Avantajlar ➢ Yuksek kalite ➢ Dusuk devamsizlik ➢ Daha az kaza • Dezavantajlar ➢ Odeme programini uygulama problemleri ➢ Kullanilmayan bilgi, beceri ve yetenek icin odeme yapilmasi ➢ Programin karmasikligi ➢ Bu sistemin uretkenligi artirdigina dair belirsizlik 226 113

9/22/2019 Ucretlendirmede bazi ozel konular • Broadbanding • Kadin ve erkek arasinda ucret farklari • CEO maaslari 227 Broadbanding 228 114

9/22/2019 Ucret Farklari • Kadinlarin erkeklerden daha az kazanmasina neden olan faktorler (bu arastirmalarin sonuclari Turkiye icin gecerli olmayabilir). 1. Kadinlarin baslama maasi daha dusuk 2. Profesyonel islerde kadinlarin aldigi maas artislari ortalamanin ustundeki performanslari ile orantili degil 3. Beyaz yakali islerde erkekler kadinlara gorece daha sık is degistiriyorlar. Bu da onlarin daha kidemli kadinlardan daha yuksek maaslar almalarina neden oluyor. 4. Mavi yakali islerde kadinlar genelde daha dusuk ucretli kadrolara yerlestiriliyorlar 229 Buradan itibaren sorumlu degilsiniz. APPENDIKS 230 115

9/22/2019 Quantitative Job Evaluation Methods • Factor Comparison Job Evaluation Method Step 1. Obtain job information screen out unusable key jobs Step 2. Select key benchmark jobs Step 3. Rank key jobs by factor Step 4. Distribute wage rates by factor Step 5. Rank key jobs according to wages assigned to each factor Step 6. Compare the two sets of rankings to Step 7. Construct the job-comparison scale Step 8. Use the job-comparison scale 231 FIGURE 11–A1 Sample Definitions of Five Factors Typically 232 Used in the Factor Comparison Method 1. Mental Requirements Either the possession of and/or the active application of the following: A. (inherent) Mental traits, such as intelligence, memory, reasoning, facility in verbal expression, ability to get along with people, and imagination. B. (acquired) General education, such as grammar and arithmetic; or general information as to sports, world events, etc. C. (acquired) Specialized knowledge, such as chemistry, engineering, accounting, advertising, etc. 2. Skill Requirements A. (acquired) Facility in muscular coordination, as in operating machines, repetitive movements, careful coordinations, dexterity, assembling, sorting, etc. B. (acquired) Specific job knowledge necessary to the muscular coordination only; acquired by performance of the work and not to be confused with general education or specialized knowledge. It is very largely training in the interpretation of sensory impressions. Examples 1. In operating an adding machine, the knowledge of which key to depress for a subtotal would be skill. 2. In automobile repair, the ability to determine the significance of a knock in the motor would be skill. 3. In hand-firing a boiler, the ability to determine from the appearance of the firebed how coal should be shoveled over the surface would be skill. 3. Physical Requirements A. Physical effort, such as sitting, standing, walking, climbing, pulling, lifting, etc.; both the amount exercised and the degree of the continuity should be taken into account. B. Physical status, such as age, height, weight, sex, strength, and eyesight. 116

9/22/2019 FIGURE 11–A1 Sample Definitions of Five Factors Typically Used in the Factor Comparison Method (cont’d) 4. Responsibilities A. For raw materials, processed materials, tools, equipment, and property. B. For money or negotiable securities. C. For profits or loss, savings or methods’ improvement. D. For public contact. E. For records. F. For supervision. 1. Primarily the complexity of supervision given to subordinates; the number of subordinates is a secondary feature. Planning, direction, coordination, instruction, control, and approval characterize this kind of supervision. 2. Also, the degree of supervision received. If Jobs A and B gave no supervision to subordinates, but A received much closer immediate supervision than B, then B would be entitled to a higher rating than A in the supervision factor. To summarize the four degrees of supervision: Highest degree—gives much—gets little High degree—gives much—gets much Low degree—gives none—gets little Lowest degree—gives none—gets much 5. Working Conditions A. Environmental influences such as atmosphere, ventilation, illumination, noise, congestion, fellow workers, etc. B. Hazards—from the work or its surroundings C. Hours 233 TABLE 11–A1 Ranking Key Jobs by Factors1 Welder Mental Physical Skill Working Crane operator Requirements Requirements Requirements Responsibility Conditions Punch press operator Security guard 1 4 11 2 3 1 34 4 2 3 22 3 4 2 43 1 11 is high, 4 is low. 234 117

9/22/2019 TABLE 11–A2 Ranking Key Jobs by Wage Rates1 Hourly Mental Requirements Skill Working Wage Physical 3.00 (1) Responsibility Conditions $9.80 1.80 (3) Welder $5.60 4.00 (1) 0.40 (4) 2.00 (2) 2.00 (1) 0.40 (2) Crane operator $6.00 0.40 (4) Punch press operator $4.00 1.40 (3) 2.00 (1) 0.20 (4) 0.20 (4) Security guard 1.60 (2) 1.30 (3) 0.80 (2) 0.30 (3) 1.20 (4) 1.40 (2) 0.40 (3) 0.60 (1) 11 is high, 4 is low. 235 TABLE 11–A3 Comparison of Factor and Wage Rankings Mental Physical Skill Working Requirements Requirements Requirements Responsibility Conditions A1 $2 A1 $2 A1 $2 A1 $2 A1 $2 Welder 1 1 4 4 1 1 1 122 Crane operator 3 3 1 1 3 3 4 444 Punch press operator 2 2 3 3 2 2 2 2 3 3 Security guard 4 4 2 2 4 4 3 311 1Amount of each factor based on step 3. 2Ratings based on distribution of wages to each factor from step 5. 236 118

9/22/2019 TABLE 11–A4 Job (Factor)-Comparison Scale Value Mental Physical Skill Responsibility Working Requirements Requirements Requirements Conditions 0.20 Crane Operator 0.30 Welder Sec. Guard Sec. Guard Crane Operator 0.40 Punch Press Operator 0.60 Sec. Guard Punch Press Operator (Inspector) Punch Press Operator 0.80 Sec. Guard (Plater) Welder 1.00 Crane Operator (Inspector) Crane Operator Sec. Guard 1.20 Punch Press Operator (Plater) 1.30 Punch Press Operator (Inspector) 1.40 (Plater) Welder (Inspector) 1.50 Welder (Plater) 1.60 Crane Operator 1.70 (Plater) 1.80 2.00 (Inspector) 2.20 2.40 Welder 3.00 4.00 237 The Point Method of Job Evaluation Step 1. Determine clusters of jobs to be evaluated Step 2. Collect job information Step 3. Select compensable factors Step 4. Define compensable factors Step 5. Define factor degrees Step 6. Determine relative values of factors 238 119

9/22/2019 FIGURE 11–A2 Example of One Factor (Complexity/Problem Solving) in a Point Factor System Level Point Description of Characteristics and Measures 0 Value 1 Seldom confronts problems not covered by job routine or organizational policy; 2 0 analysis of data is negligible. Benchmark: Telephone operator/ receptionist. 40 3 80 Follows clearly prescribed standard practice and demonstrates straightforward application of readily understood rules and procedures. Analyzes noncomplicated 4 120 data by established routine. Benchmark: Statistical clerk, billing clerk. 5 160 Frequently confronts problems not covered by job routine. Independent judgment exercised in making minor decisions where alternatives are limited and standard 200 policies established. Analysis of standardized data for information of or use by others. Benchmark: Social worker, executive secretary. Exercises independent judgment in making decisions involving nonroutine problems with general guidance only from higher supervision. Analyzes and evaluates data pertaining to nonroutine problems for solution in conjunction with others. Benchmark: Nurse, accountant, team leader. Uses independent judgment in making decisions that are subject to review in the final stages only. Analyzes and solves nonroutine problems involving evaluation of a wide variety of data as a regular part of job duties. Makes decisions involving procedures. Benchmark: Associate director, business manager, park services director. Uses independent judgment in making decisions that are not subject to review. Regularly exercises developmental or creative abilities in policy development. Benchmark: Executive director. 239 TABLE 11–A5 Evaluation Points Assigned to Factors and Degrees First-Degree Second-Degree Third-Degree Fourth-Degree Fifth-Degree Points Points Points Points Points Decision making 41 82 123 164 204 Problem solving Knowledge 35 70 105 140 174 24 48 72 96 123 240 120

9/22/2019 FIGURE 11–7 Compensation Administration Checklist 241 TABLE 11–2 Some Pay Data Web Sites 242 Sponsor Internet Address What It Provides Downside Salary.com Salary.com Salary by job and zip code, Adapts national plus job and description, averages by applying for hundreds of jobs local cost-of-living differences Wageweb www.wageweb.com Average salaries for more than Charges for 150 clerical, professional, and breakdowns by managerial jobs industry, location, etc. U.S. Office of www.opm.gov/oca/ Salaries and wages for U.S. Limited to U.S. Personnel 09Tables/index.asp government jobs, by location government jobs Management Job Smart http://jobstar.org/tools/ Profession-specific salary Necessary to review numerous salary salary/sal-prof.php surveys surveys for each profession cnnmoney.com cnnmoney.com Input your current salary and Based on national city, and this gives you averages adapted comparable salary in to cost-of-living destination city differences 121

9/22/2019 Yararlanilan Kaynaklar • Gary Dessler. 2013. Human Resource Management, 13th Ed. Pearson. • R. Wayne Mondy. 2013. Human Resource Management, 13th Ed. Prentice Hall. • Stephen P. Robbins ve Timothy A. Judge. (2008). Organizational Behavior, Prentice Hall • John M. Ivancevich ve Michael T. Matteson. (1996). Organizational Behavior and Management, Irwin. 243 122