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Challenges faced in records management
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Introduction
The purpose of this research paper is to review the challenges and trends in compensation in the public sector from an interdisciplinary view of local, state, and federal agencies human resources. Public sector human resource management continues to experience many challenges in the ever-changing workforce. Through the phases of the employee life cycle, human resource managers are required to keep compensation to the forefront in forming a strategic organization. Of those challenges, budget cuts, which affect pension plans, and tenure, are some of the areas of concern for human resources amongst government agencies. The nature of work public agencies provide, makes it imperative that policies and procedures are defined and universally compliant with government regulations. Using guiding principles of government practices along with history, the public sector continues to experience challenges in balancing compensation and benefits for their employees.
Laws
Human resource professionals have to learn and understand all aspect of public sector employee relations. Of those regulations, laws related to fair compensation practices are especially important. The Fair Labor Standard Act passed in 1938, established minimum wage, recordkeeping, overtime pay, and youth employment standards (US Department of Labor, 2014). Both state and local agencies must comply with this standard after the decision in Garcia vs. San Antonio Metropolitan Transit Authority (Klinger, Nalbandian, & Llorens, 2010). This decision made it possible for employees, excluding exempt professionals, are to be paid time-an-a-half for overtime. A challenge many agencies face is record keeping. This maintenance of employee compensation records is ...
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... the role of the profession on public sector compensation. Public administration review, 73(1), 8-9.
Southern, C. (2013). Rewards and recognition: The competitive advantage of public sector organizations. HR News Magazine. Retrieved from http://ipma-hr.org/sites/default/files/March2013Southern.pdf
Stoeckmann, J. (2014). Facts an fallacies of total rewards in the public sector. PA Times. Retrieved from http://patimes.org/facts-and-fallacies-of-total-rewards-in-the-public-sector/
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This project combines pay services from participating departments and agencies at the Public Service Pay Centre in Miramichi, New Brunswick. Compensation advisors in departments were given the option to move to Miramichi, but most did not. Many new staff were hired and trained for the Centre. There are some organizations like CRA and CBSA that are being serviced by their own internal departmental compensation advisors instead of those in Miramichi, but are still using the Phoenix system.
Mujtaba, B. G., & Shuaib, S. (2010). An Equitable Total Rewards Approach to Pay for Performance Management. Journal of Management Policy and Practice vol. II (4), 111-121.
To resolve the gender wage gap, the government should consult with employers in federally-regulated sectors to apply a gender-based analysis to the design, development, implementation and evaluation of the policy. The law should clearly outline the systematic discrimination that women face in the workforce. This policy would entail employers to determine whether gender-based disparities exists and reevaluate the current pay system from an equity perspective to ensure and promote pay transparency. The law of ensuring pay equity should first be applied to the public sector, including federal public servants, employees of Crown cooperation and federally regulated companies. After this law has been found to be effective, it is also recommended that private corporations follow the same suit and comply with the pay equity
by Donald M. Fisk Bureau of Labor Statistics This article was originally printed in the Fall 2001 issue of Compensation and Working Conditions.
Mazerolle, Brent. "Wage Gap Is 'More than Just a Dollar Figure'" Times [Moncton] 11 Feb.
In April 2010, KK BB, the CEO of Marshall & Gordon, a leading public relations firm met with the firm’s leadership committee off-site in Miami. This off-site brought together Marshall & Gordon’s executive committee, practice and regional heads, and senior HR officers to discuss on redesigning the firm’s compensation system. A global advisory taskforce, under the direction of an external consulting firm, had spent three months collecting and analyzing data. Marshall & Gordon hired external specialists to design the new performance management program. The specialists proposed that the senior managers and human resource form a global advisory unit together with Marshall & Gordon partner to represent the firm’s five regions of the firm and lead the design process. The advisory unit surveyed all consultants in February in order to understand their way of thinking about the fairness, worth, and effect of the current performance management system. Majority of the interviewees responded to the corporate surveys implying that the subject was topic was especially exciting to them. Interviews gave insights on present and prospective business plans and direction. The survey also showed that specific focus across certain employee populations should be given. Six current hires from key competitors were also interviewed to comprehend competitor pay practices and compensation program structures. Further focus groups discussions and key information interviews enabled the taskforce’s to understand the needs of certain groups within Marshall & Gordon’s worker population. The survey culminated with the taskforce conducting interviews of 20 partners and principals togeth...
After reviewing Holland’s organizational strategy and exit interviews from the last seven years it is certain that through the new and effective compensation and benefits program created for Holland Enterprises, it will decrease the turnover rate, increase employee satisfaction and engagement and benefit the organization’s overall profits. Through careful consideration of pay structures, incentive awards, internal and external equities and the organizations benefits package Holland Enterprises new compensation benefits package will provide an effective and competitive compensation program. Henderson (2010) writes, “To survive and be successful in a global economy, an organization must be competitive. A major factor underlying organizational competitiveness is labor costs. Not only must an organization pay its workforce a competitive wage within its geographic region, but it also must vary the kinds and amounts of rewards offered, recognizing differences in individual contributions.” (p. 13)
Trends in time off with pay can vary from public (i.e. not for profit) and private (i.e. for profit) sector organizations. Usually public sector employees are governed by benefits that separate vacation, sick, personal days, jury duty, funeral leave etcetera. Private sector employers primarily utilize Paid Time Off (PTO) that lump all of the instances of needing time off in a time bank that each employee is responsible for maintaining. Time off with pay is a topic that is regularly evaluated throughout organizations today. In this paper I will be discussing the paid time off benefits that are offered to public employees.
Besides that, Bright (2005) determined the individual characteristics, management level, and financial reward preferences of high PSM public sector employees which resulted in employees with high PSM are generally female, are managers, have higher education levels, and place less emphasis on financial rewards. This finding further reinforces Perry & Wise’s (1990) findings on employees with high PSM and their reward preferences. However, there are also contrasting views that public sector employees value extrinsic rewards as well because traditionally, people are attracted to work for the government because of the job stability, opportunities for career development and the pension system (Perry & Hondegham, 2008). Besides that, people also perceive that government jobs are more flexible and less stressful for those with families (Vandenabeele, 2008). Research studies have mainly focused on the PSM theory from the angle of public service as public
Clifford, J. P. (1994). Job Analysis: Why do it, and how should it be done? Public Personnel Management. Volume 23. Pp. 321-340.
The study of public administration only continued to grow over the course of the next two decades. As the study of public administration expanded, so did the development of s...
Mandelbaum, Robb, “There is a Salary Gap when pay themselves”. New York Times. Ed. Abramson Jill, Pub: New York City, February 18, 2014
... EVALUATION OF NEW PUBLIC MANAGEMENT REFORMS. International Public Management Review, 34-35. M. Petrescu, e. a. (2010). The 'Standard' of the 'Standard'.
United Nations, (2006). Unlocking the human potential for public sector performance world; public sector report 2005. United Nations: Academic foundation
Public personnel administration consists of three general systems. The first one I’ll talk about is civil service. The civil service helps to protect employee rights and safeguard efficiency. Historically, personnel administration shifted from emphasizing the value of responsiveness to emphasizing political neutral competence among public employees. Before they would use the spoils system and the patronage system, which selected employees and awarded government contracts based on loyalty or party affiliation. In this present day, we are using more of the civil service system, which is a method of choosing employees based on certain formal qualifications such as competitive exams instead of political patronage. It all start...