INTERNAL Internal

INTERNAL

Internal

  1. Importance of internal alignment

Internalalignment constitutes of pay relationships between particular jobpositions, competencies, or skills in the context of a singleorganization. As such, it is an important factor since it is vitalfor the determination of the pay structure of the organization. Inother words, internal alignment is used to ensure that employees of acompany are compensated as they deserve, enabling the management tobe in a better position of motivating them using the reward system.From this perspective, one can see that internal alignment forms animportant factor in enabling the organizations to meet the pre-setgoals and objectives, by effectively managing the human resources ofthe firm. Indeed, provision of incentives makes workers to becommitted to an organization, over and above being predisposed tobring an added value. In some ways, this code of belief and thoughtdiffers from the story in the bible that Milkovich, Newman,&amp&nbspGerhart, (2014) outline at the beginning of chapter 3.Without a doubt, the explained elements of internal alignment are notsupported by the Christian worldview in that workers ought to becompensated in accordance with their input, or the value added to theorganization. Such involves performance appraisals and monitoring oftheir work input.

  1. Factors that influence internal pay structures.

Theseare also referred to as factors that influence internal equity theyinvolve economic factors, organizational factors, and employeeacceptance, or workers’ perceptions of what constitutes anequitable system. To begin with, the factors that are most importantin my opinion include societal norms, the productivity of workers,match between worker qualification and specific job requirements, andthe perceptions of the workforce in terms of what is an equitable paysystem. Other factors include the abundance or shortage of specificskills in the job market, overall output value of a job,organizational culture, and human resource management policies amongothers.

  1. Job analysis. Why many managers say that job analysis is a colossal waste of their time and the time of their employees

Manymanagers are of the opinion that job analysis is a waste of timesince it is a time-consuming endeavor. In truth, however, engagementin job analysis implies that the managers of an organization have aheavier responsibility. On the other hand, managers observe that suchan initiative is likely to make them require more support, and orcooperation from the employees for them to collect accurate job data.They also see it as having disadvantages of involving personalbiases. Even so, such thoughts are only correct if the management hasnot put in place required or desirable methods and tools of jobanalysis such as outsourcing of hiring job analyst experts.

References

Milkovich,GT,&nbspNewman, JM, &amp&nbspGerhart, B. (2014). Compensation(11th Ed). McGraw-Hill.