Job analysis:

Job analysis is a method of identifying and determining the specific tasks and requirements of a
job, as well as their relative significance. Job analysis is a method of making decisions based on
information gathered by different resources. Procedures for identifying a job's responsibilities
and skill requirements, as well as the type of person who should be employed for it. Job analysis
helps in identifying the behaviors and use to gain a result effectively and efficiently.
Recruitment:
Managers may select what kind of individuals to seek and hire by knowing what the work
requires and what human traits are necessary to execute these responsibilities.
Selection:
Decision makers need to know what duties the person must accomplish, as well as the necessary
knowledge, skills, and talents, in order to select the most suitable applicants for specific jobs.
Employee Appraisal:
An employee's actual performance of his or her tasks is compared to the job's performance
criteria in a performance assessment. Managers utilize job analysis to figure out what these
responsibilities and expectations are. In order to recognize workers who do well and to improve
their performance if it is below standard, an accurate performance assessment includes
information regarding how well each person performs.
Compensation:
Compensation (income and bonus) is typically determined by the work's needed skill and
education level, as well as the job's safety hazards, degree of responsibility, and other variables
that you evaluate via job analysis. It is determining the relative financial worth of each job to the
company in order to establish equitable compensation structures
Training and development:
The job description specifies the position's particular responsibilities and required abilities,
allowing LED to determine what training is required. Almost every employee recruited by a
company will need to be trained. Any training programmed must have a thorough understanding
of the activities done on the job for the training to be relevant to the required knowledge and
abilities.
2
Pay structures
Competitive pay plans are included in pay structures, which help to ensure that pay levels for
groups of vocations are competitive outside and equitable within. By creating a salary range for
particular professions or areas, management may reward performance and skill growth while still
reducing total base pay expenses. A pay structure is a hierarchical arrangement of roles and
salary levels within an organization. Pay structures are frequently expressed as pay grades or job
grades, which reflect a position's external market value and/or an organization's internal value.
Following are the basic steps of pay structure for 900 employees:

This refers to studying the job in detail, understanding every concept of the job, and dividing the
job into subsections to ensure specialization is applied. For example, I will group the employees
in terms of their skill level in terms of skilled, semi-skilled, and unskilled.

This involves deciding on the compensation that is supposed to be accorded to each level
identified during job analysis. For example, I will allocate the highest pay to the skilled
employees considering the skill's market price.

This refers to whether an organization wants to lag or be the industry leader. For example, my
decision will highly determine it, so I will choose a pay policy that intends to compensate for
each worker's efforts.

This refers to surveying the market to know the price of the labor. For eavoid extra high or very
low compensations, which might scare away employees.

After an organization gathers all the above information, it designs a pay structure. The pay
structure equilibrates the wishes of the organization with the wishes of the employees. Then I
will come up will a compensation that equilibrates the wishes.
3
Behaviorally Anchored Rating Scales
A behaviorally anchored rating scale (BARS) is an appraisal tool that anchors a numerical rating
scale with specific illustrative examples of good or poor performance. An appraisal method that
aims at combining the benefits of narrative critical incidents and quantified ratings by anchoring
a quantified Scale with specific narrative examples of good and poor performance.
Developing a BARS typically involves five steps:
 Write critical incidents.
Ask the job's jobholders and/or supervisors to write specific illustrations (critical
incidents) of effective and ineffective performance on the job.
 Develop performance dimensions.
Have these people cluster the incidents into five or ten performance dimensions, such as
salesmanship skills.
 Reallocate incidents.
To verify these groupings, have another team who also knows the job reallocate the
original critical incidents to the cluster they think it fits best. Retain a critical incident if
most of this second team assigns it to the same cluster as did the first.
  Scale the incidents.
This second group then rates the behavior described by the incident as to how effectively
or ineffectively it represents performance on the dimension.
 Develop a final instrument.
Choose about six or seven of the incidents as the performance dimension's behavioral
anchors.
4
Most businesses claim to pay for results. It's uncommon to discover circumstances when
managers swear that performance levels have nothing to do with compensation, even in cultures
and civilizations where financial incentives aren't utilized frequently. In most situations, pay for
performance programmers work because employees believe that if they work well, they will be
rewarded, and their compensation will grow.
Science shows pay for performance works, if used properly. So, to some extent I agree with this
statement “The evidence shows that pay for performance increases performance quality and
quantity. It has no negative effect on employees' love of their work. It works best in a range from
about 5 % to 15% and when meeting expectations, when employees believe the system is fair.”
It is best because it gives employees
Motivating Drive:

Pay-for-performance programmers are great for self-starters who are driven by the chance to
accomplish more to increase their income.

Flexibility:

Pay-for-performance schemes offer flexibility to some employees and businesses. Many firms
with such programmers allow employees to choose their own hours, allowing them to work
around their schedules.

Increased Productivity:
When employees have a strong desire for more money, they are frequently more productive, able
to provide more in less time.
Retention:
High-paying pay-for-performance positions are appealing, and they typically result in people
staying longer since they are comfortable with the connections.
On the other hand, there are also disadvantages of this plan.
It decreases pay equality and, if not managed properly, can expose a firm to costly equal pay
claims.
Too much of the process is dependent on a manager's ability to make good decisions.
If the goals established are too difficult to fulfil, employees may get demotivated.
5
Pakistan has faced numerous problems since its beginning, such as domestic terrorism, which has been
reduced in Pakistan thanks to the efforts of the Pakistan army, but the current social and economic
challenge facing Pakistan is COVID-19, which has instilled fear in the minds of the people and caused
numerous economic crises. People begin social distance, self-isolation, and workplace closures, and
some people lose their employment as a result. The need for medical goods has grown as a result of this
illness. Every individual is severely impacted economically and socially as a result of this condition. As a
result, in order to alleviate the crisis, the firm should provide a compensation package to employees
from which they may profit.

Following is the compensation package.

Pay for time not worked.

Insurance benefit

Retirement benefit

Services

1- Pay for time not worked:

It includes:
Sick Leave
Supplemental Unemployment Benefits
Severance Pay
Vacation and holidays
Unemployment Insurance
Parental Leave and the Family Medical Leave Act
2- Insurance benefit
Following are the insurance benefit:
Hospitalization, medical and disability insurance
Workers’ Compensation
Trends in Health Care Cost Control
3- Retirement Benefits
Following are the retirement benefit which a company should offer to employ while suffering
the corona situation:
Social Security
Pension Plans
4- Personal Services and Family-Friendly Benefits:
In many countries, credit unions work with employers to set up independent companies to help
employees fulfil their savings and borrowing needs. There is no evidence that family-friendly
benefits increase productivity, even though there are more working adults, single parent
families, working women, and families.