Analysis of Problems in the CCUA Department Pay System

This assignment analyzes the pay system problems within the CCUA department, focusing on the computer analyst I and data processor II positions. The analysis reveals that the current pay structure is not competitive, leading to employee turnover. The solution proposes changes to the pay struct...Read More

Problems in the Pay System

Answer 1
According to me the CCUA department’s current practices related to the computer analyst I
position and data processor II positions is not so competitive and equitable because pay provided
for both the positions are below the average pay structure.
As per the data collected from the survey, it can be said that the department should change its
current pay structure for both the jobs. The predetermined average salary well-suited to the
Computer Analyst I is $34,186 (Belogolovsky, 2014). If the pay structure of CCUA department
is compared to another department, it is found that pay is lower than the fixed pay structure.
Answer 2
The outcome of survey represents that the computer analyst I and data processor II positions are
not competitive. Due to this, the department faced lot problems of employee turnover. Pay of
employees should be increased by the department if they want to control the employee turnover.
This income can be raised through the money saved by the department through recruitment cost.
On the other hand, they can also recruit some new potential employees who have enough
knowledge about the working area. This will be able to save the training cost of the department
which can be utilized efficiently by paying a large amount of pay to employees.
Answer 3
The department activate an assessment system of internal equity by utilizing job evaluations such
as Are all employees of the department receiving equal pay or not? The employees of the
department should perceive the pay system as being fair (Carraher, 2015). If internal inequalities
exist in the department, these problems would first need to be identified and dealt with. After
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determining internal equity, external equity should be formulated by the department. This can be
efficiently done through conducting a salary survey. This helps the organization in knowing
whether the pay practices followed in the department are similar to another organization for the
same talent. This strategy helps the department in being more competitive in the marketplace.
Answer 4
No extra information was required to improve the quality of recommendations to the department.
Answer 5
As per search conducted by me, I hassled a website which was known as a salary expert with
salary information relevant to exhibit 10.1.3 (Schay, 2013). As per the information shows in the
exhibit we can say that an IS manager of the department receives $64,800 and Salary expert
conclude that a manager of this level should receive around $ 83,130. The presented exhibit also
shows that the telecommunication managers receives $56,108, but as per salary expert, their
salary should be around $ 76,001. All these shown results are concerned as common differences
in the pay structure, with Exhibit 10.1.3 being the less salary, as per the outcome of research.
Interpersonal Skill Practice: Delegation
Answer 1
Before task assignment, the managers should consider the compensation structure and associated
benefits. Effective benefit and salary administration help managers in keeping the strategy more
focused which ultimately brings competitive advantages for the department. Apart from it, the
task manager should also consider the required skills and experience for the task so that it can be
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done with high standards (Bonar, 2013). Effective delegation of tasks helps employees to
perform their task with more focus and high efforts. Through all this, the manager able to satisfy
their employees and it will reduce the employee turnover in the department.
Answer 2
Values of organization can make the delegation function easier and difficult. Organization values
are considered the most critical function in formulating compensation strategy and various other
strategies. If the values of organization ethical and more associated with the employee's benefits,
then the organization is able to deliver efficient services to their employees by delegating tasks
as per their specialization.
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References
Belogolovsky, E., & Bamberger, P. A. (2014). Signaling in secret: Pay for performance and the
incentive and sorting effects of pay secrecy. Academy of Management Journal, 57(6), 1706-
1733.
Schay, B. W., & Fisher, S. F. (2013). The challenge of making performance-based pay systems
work in the public sector. Public Personnel Management, 42(3), 359-384.
Carraher, S. M., & Carraher, S. C. (2015). Felt Fair Pay of Small to Medium-sized Enterprise
Owners in Finland and Lavia: An Examination of Jaques' Equality Construct. Journal of Small
Business Strategy, 16(1), 1-8.
Bonar, J. G., Tafel, B., Pekarek, A., Chhibber, S., Tomazin, K. G., Ginter, K., & Bartman, M.
(2013). U.S. Patent No. 8,495,244. Washington, DC: U.S. Patent and Trademark Office.
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