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TAKING THE LEAD
The Archer Company specializes in meeting the needs of clients who wish to replace their emergent, traditional, trendy, and redundant personnel systems with human resource management systems that are capable of meeting the requirements of fairness, equity, nondiscrimination, validity and reliability as required by progressive management principles, federal statutes, and governmental regulations.
The company caters to forward thinking clients who are seeking advanced human resource management systems that will allow them to meet the challenge of a management philosophy that is dedicated to customer service, quality assurance, employee enrichment, employee empowerment, process improvement, technological advancement, responsible expectation and efficient and profitable output.
The Archer Company provides affordably priced, award-winning human resource management systems including award-winning quality of work life surveys, state-of the-art compensation and pay classification plans, customized performance appraisal plans, and other advanced offerings tailored to conform directly to the needs of our clients.
The widespread acceptance of Dr. Archer's systems has made them a major force with regard to enhancing the fairness of compensation, promoting effective employee relations, increasing productivity, and improving the quality of work life for employees at all levels within public and private sector organizations.
The Archer Company's professional staff combines years of hands on experience in private and public sector organizations, both as practitioners and as consultants. Most of our consulting staff possess Masters degrees or above in their fields of specialization
validity and reliability as required by progressive management principles, federal statutes, and governmental regulations.
The company caters to forward thinking clients who are seeking advanced human resource management systems that will allow them to meet the challenge of a management philosophy that is dedicated to customer service, quality assurance, employee enrichment, employee empowerment, process improvement, technological advancement, responsible expectation and efficient and profitable output.
The Archer Company provides affordably priced, award-winning human resource management systems including award-winning quality of work life surveys, state-of the-art compensation and pay classification plans, customized performance appraisal plans, and other advanced offerings tailored to conform directly to the needs of our clients.
The widespread acceptance of Dr. Archer's systems has made them a major force with regard to enhancing the fairness of compensation, promoting effective employee relations, increasing productivity, and improving the quality of work life for employees at all levels within public and private sector organizations.
The Archer Company's professional staff combines years of hands on experience in private and public sector organizations, both as practitioners and as consultants. Most of our consulting staff possess Masters degrees or above in their fields of specialization
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TESTS TO SEE IF YOUR ORGANIZATION MIGHT BE A CANDIDATE FOR OUR SERVICES
THE ARCHER FACTOR ANALYSIS
COMPENSATION SYSTEM
Listed below is a set of questions about your compensation system. If you answer more than one of the questions with a "yes" then you might be in need of our compensation services.
1. Do the pay ranges in your current pay structure progress from one pay grade to the next by a percentage difference rather than a constant dollar difference?
2. Do you have separate base pay structures in your organization, e.g., one for clerical, one for technical, one for operatives, one for management, one for executives, one for each job family, etc.?
3. Is the percentage difference between the minimum and the maximum of each of the pay ranges in your pay structure greater at the higher grade levels than at the lower grade levels?
4. Do you still give pay increases on employee anniversary dates?
5. Do you have a pay increase distribution (pay raise) methodology that is internally fabricated rather than being based upon sound statistical rationale?
6. Do you regularly run over or under the amount budgeted for pay increase distributions?
7. Do you give pay increases as a percentage of current salary rather than as a percentage of the going or competitive market rate for the job?
8. Do you only use market data for establishing the pay ranges for your pay structure rather than using both market data and formal job evaluation?
9. Do you use a job evaluation system that you are not sure as to whether or not it is statistically valid and reliable?
10. Have you ever had a ruling against you for pay discrimination?
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THE ARCHER EMPLOYEE
SATISFACTION (QWL) SURVEY
Listed below is a set of questions about the measurement of job satisfaction among your employees. If you answer more than one of the questions with a "yes" then you might be in need of our quality of work life survey.
1. If you conduct quality of work life surveys (morale, attitude, job satisfaction, climate, etc.) do you conduct them internally rather than using an outside consultant to conduct them?
2. Have any of your employees ever been identified with respect to their responses to a QWL survey?
3. Do you get less than 95% return from the employees selected to participate in the survey conducted by you or your consultant?
4. Has the QWL survey instrument distributed to your employees been tested and determined to be valid and reliable?
5. Are the questions on your QWL survey questionnaire selected without formally and specifically addressing every one of the 39 human needs that tend to motivate human behavior in the work environment?
6. Does every job related factor for which information is sought on your QWL survey instrument ask only about how satisfied or dissatisfied the employee is with the factor, rather than also asking about how important the factor is to the employee, and about the probability that management will do something about improving the factor?
7. Do you or your consultant prioritize the factors that require the greatest attention based only on those with the highest levels of dissatisfaction rather than employing a formula that addresses all three of the questions asked about in item 5 above, i.e. satisfaction, importance, and remedial expectation?
8. Are a significant number of your employees fearful that they might be identified by their written responses to the QWL survey?
9. Do your survey results emphasize how many employees are satisfied or dissatisfied with a work-related factor rather than how intense the degree of dissatisfaction is felt toward the factor by all employees within a department, division, group or total organ-ization?
10. Are comparisons made between your averages and that of averages from other organizations rather than against a statistically determined standard that forecasts the propensity and direction of employee behavior?
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