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CHAPTER 11 ESTABLISHING STRATEGIC PAY PLANS 379<br />

FIGURE 11-11 Broadbanded<br />

Structure and How It Relates<br />

to Traditional Pay Grades<br />

and Ranges<br />

Band B<br />

Wage rates, dollars<br />

Band A<br />

Grades and evaluated points<br />

easily, without worrying about the employee s moving outside the relatively narrow<br />

rate range associated with a traditional narrow pay grade. Broadbanding therefore<br />

facilitates flexibility.<br />

PROS AND CONS Companies create broadbands for several reasons. The basic<br />

advantage is that it injects greater flexibility into employee assignments. 89 It is especially<br />

sensible where firms organize into self-managing teams. The new, broad salary bands<br />

can include both supervisors and subordinates and also facilitate moving employees<br />

slightly up or down along the pay scale, without bumping the person into a new salary<br />

range. For example, the employee who needs to spend time in a lower-level job to<br />

develop a certain skill set can receive higher-than-usual pay for the work, a circumstance<br />

considered impossible under traditional pay systems. 90 Similarly, one expert<br />

argues that, say, point plans, may actually encourage inadaptability. 91 He says that jobs<br />

narrowly defined by compensable factors such as effort are unlikely to encourage job<br />

incumbents to be flexible. Instead, the tendency may be for workers to take a that s not<br />

my job attitude and to concentrate on their usual assigned duties.<br />

On the other hand, broadbanding can be unsettling, particularly for new employees.<br />

For example, The Home Depot has used broadbanding for more than 10 years, and<br />

when employees want to learn something new, they play to the level [on that project]<br />

that they re capable of, says the firm s head of information systems. Moving among jobs<br />

is motivating once you get used to it. However, it can make a new employee feel adrift:<br />

There s a sense of permanence in the set of job responsibilities often attached to<br />

job titles, he says. That sense of permanence isn t nearly as clear when employees move<br />

frequently from project to project and job to job. 92<br />

broadbanding<br />

Consolidating salary grades and ranges<br />

into just a few wide levels or bands, each<br />

of which contains a relatively wide range<br />

of jobs and salary levels.

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