LIGHTING

The arrangement of lights used in a room, house, theatre, etc.

Lights or lighting give the life of some

particular object or event.

Lighting is critical. Consider these three key sources.

• AMBIENT LIGHT

• The light that is already present in a scene, before any additional lighting is added. It usually refers to
natural light, either outdoors or coming through windows etc.

• TASK LIGHT

• Task lighting refers to increasing illuminance to better accomplish a specific activity. However, the illuminance
level is not the only factor governing visibility. General lighting can be reduced because task lighting provides
focused light where needed.

• NATURAL LIGHT

• It defines the light coming from the sun or moonlight.

It defines the light coming from the sun or moonlight.

What is work? An office is a room where professional duties and administrative work is carried out. The detailes of
the work depend on the tyoe of bussiness the you are involved in. But usaully using include computers, communicating
with others by trlrphone or fax, keeping records or files etc, features of an office such as people, space, equiment
furniture and enviroment, must fit well for workers to feel healthy and comfortable and to be able to work efficiently
and productively.

These where Ergonomics come in.

ERGONOMICS DEFINITION

The science that seeks to adapt work or working conditions to suit the worker; the study of the problems of people
adjusting to their environment.

VITAL CONCERNS IN ERGONOMICS

According to ergonomist Sally Longyear the following are things of importance to be aware of:

• Are your eyes really tired at the end of the day? if so, you may need to adjust your display or lighting and to
practice eye fitness training.

• Are yor neck and shoulders often stiff and sore? if so, your chair height, display or keyboarding/mouse may need
adjusting check your reach distance and phone posture.
VITAL CONCERNS IN ERGONOMICS

According to ergonomist Sally Longyear the following are things of importance to be aware of:

• Do you ever feel pain or discomfort in your back while working in your computer? If so, you might adjust your
back rest or posture.

• Do you feel tingling, numbness or pain in your forearms, wrists or hands? If so, your chair height or
keyboard\mouse may need adjusting. Also check your sitting posture and wrist position.

• Are your legs often stiff and cramped, or do you have swelling and numbness in you ankles and feet? If so, your
chair height might need adjusting or you may need a footrest.

• Do you feel exhausted at the end of the day? If so, assess your lifestyle habits for possible contributing factors.
Good nutritions and excercise, rest and stress reduction, Good erginomics at home and micro-breaks at work
can improve your health and comfort on and off the job.

If your answer is “YES” to even one of the questions. Your work stations and your work habits need improvement.

If your answer is “NO” to all of the question on the test,

CONGRATULATIONS!!! Your are probably comfortable while working at yor desk.

FOLLOWING IS THE LIST OF CONSIDERATIONS THAT CAN BE ADDRESSED WHEN ESTABLISHING A WORKING- STATION
OR AREA FOR EMPLOYEES.

1. The eyes need to be approximately 24-36 inches away from the screen, where the neck is bent within a 15
degree angle, up or down. The top of the screen should be just below the eye level.

2. The back and shoulders need to be relaxed and in a natural position, with the worker setting firmly agains the
back of their chair.

3. Elbows need to rest comfortably on arm rest, yet closely to the sides of the body; in a 90 degree angle. Wrists
need to extend from the arms at this angle as well. Fingers are slightly curve upward, where the keying motion is
gentle and comfortable.

4. Knees need to also be at 90 degree angle with the feet securely on the floor or a footrest.

The Contributions of Color

Office spaces support several kinds of very human needs. These include functional needs such as the ability to
concentrate or to collaborate , and ergonomic needs such as the ability to work comfortably with minimal fatigue.

But office spaces also speak to emotional needs ranging from the need for personal space to feelings of self-worth. All of
these needs- functional ergonomic and emotional- must be considered when colors is used to lend shape to office
environments.

Color. Colors determine the level of reflectance as follows:

• White reflects 75% or more of light

• Light colours 50% - 75% (subdue cool colours)

• Medium colours 20% - 50% (bright warm colours)

• Dark colours 20% or less

White or off-white is recommended for ceiling as they should reflect greater than 80% of light. Floors should be
reflected less than 20% of light and therefore should be dark color.

Office Floor Space

 Workstation should be comfortable with safe suitable chairs and sufficient space.

Welfare Facilities

 Welfare facilities like eating facilities, sanitary facilities, washbasins etc. should be available. Ensure adequate
facilities for building water and taking meals are provided for office emloyees or ensure they have reasonable
access to these facilities.

Cleanliness

 The standard of cleanliness required will depend on the use to which the office is put. Floors and indoor traffic
routes should be cleaned at least once per week.

New Demands in an office Environment

 The changing need for office property is being influenced heavily by the universal adoption of information and
communications technology:

 • The increasing vast array of mains and signals cables needs to be managed

 • Extra heat from the equipment needs to be controlled or removed

 • New health and safety risk include electrical hazards, sitting positions, eyestrain , lack of breaks and RSI
(repetitive strain injury)

 • Information security needs to be considered amongst other security needs

 • Constantly changing business and processes demand flexible accommodation

Cabling

 The need to route power, telephone, and data cabling to every work station puts a severe strain on the hidden
ducting in buildings. Pressure to move people in response to change increase that strain. Various techniques
have been adopted to ease the burden , such as structured or flood wiring , cordless telephones and wireless
data networks.

Furniture

 Technology also has impact on the furniture. It is unlikely that a building will able to support wiring for
technology at any random point where a desk is to placed. The furniture therefore has a role in distributing the
wiring from the nearest point to the desk in cluster.

Noise
  In offices noise can affect concentration, can be an irritation and can be source of stress to some people. With
the development of quieter equipment especially printers, noise levels in offices have generally decreased.
However, in open plan offices it can still be a problem with the noise mainly due to people. For example,
telephone left ringing at unattended desk conversations being held in areas where people are trying to
concentrate. Screens and good quality flooring and ceilling files can help to absorb noise.

Breaks

 Its very important that you take breaks from your work during the day. Working at a computer involves sitting
in a fixed posture and , however good that posture is, our bodies are not designed to stay still in one place for
long. It is better to take a break from time to time.

Eyesight

 You should make sure that you have your eyesight tested regularly, and if you need glasses, they should be
appropriate for computer work. Your optician will be able to advise you about this. Wearing bifocals can be a
real problem as a people want to read screen through the lower section of the glasses, and can end up peering
up the screen with a people might need special pair of glasses for computer work.

Building an office layout

• Improve Office layout, right place of personal computers and thermal control revealed the largest Impact on
productivity.

• Optimizing worker productivity Has moved up to become An Important as building location

• Optimizing workforce productivity, organizational needs And building locations are equally important.

• The key to unlocking productivity May lie to office facilities

Improvement

• A 1% improvement in productivity

• Effective ventilation, adequate lighting good acoustic And superior Or indoor Air quality.

• Computers programmers with larger workspaces and less acoustic And visual disruptions.

• The installation of new high performance Lighting ballasts.

Benefits

• Equals 10% Of the facility Operation Cost, or the entire utility bill.

• Can increase productivity by 6-16%.

• Perform 2.6 times better than Other programmerS In the company.

• Hasshown a drmatic reduction in the incidence of headacheS and eyestrain.

Know the costing of office space

• It is important that you know exactly what you want Or don’t wAnt before looking for office space Or initiate
the negotiating process.
 • You must know the maximum and minimum amount of Square footage that fits Your needs, as well as the
floor requirement.

• The more that you required, the less negotiating room you will have. Make sure you, or the realtor find out
Important information Of the chosen office space.

• Leasing space for your company affects profit, Employees satisfaction and ability to grow. Plan ahead, know
what You‘re looking for, And be ready to shop agGressively.

An open office concept

When choosing how to plan The office, you are faced With the decision of an open plan or separate offices. Decision
should be based on knowing the advantages And disadvantages of both. Ultimately, the Decision needs to be about
what is best for the company or business.

• Is a place where the employees and equipment of all The departments are accommodated In a single room.

Closed office:

Advantages

• More economical

• Communication is easier between work stations anddepartments

• Things are easier for the supervisors

• Issues get resolved faster

• ComPany Saves money

• If the layout of the office needs to be changed, it can be done quickly

Disadvantages

• Open office space are noisier and can be more chaotic

• Distraction of employee

• Security is reduced

• Privacy is difficult to obtain

• Sicknesses and infections can spread

• Lighting, Heating and air conditioning to suit the employees tastes can be difficult to achieve

The new challenge for the supervisor

• The future hold much potential for the supervisor

• They have been long an important part of the business world

Skills of an effective supervisor

According to Mona Johnson the owner of big companies,Especially large companies she does have no time to
supervise each and every employee who work for them.

Training, appraising and promoting office personnel

 Employees development which help maximize use of human potential is seen as continuous process that last for
the duration of office tenure with organization.

Training

• In every organization there is a need of training and development.

• Start reviewing the company's organizational objective by evaluating the existing in light of those objective.

• Decide what additional training is needed to much employees need to company need.

• Suggests the training program value to the company

Asses current training program

• The company is likely to have some kind of training in place already

• How well train our employees at all levels ?

• What process is in place to propose and approved training?

• What method are use to train and developed people?

• What overall priority is training given. And what resources are set aside for it?

Produce a plan

• Its essential to have a written training plan before you begin working with employees on their learning
agendas.

Served two purpose

• Its a document that you can share with management.

• Its a benchmarks for measuring the effectiveness of training activities.

You may want to address the following in your planThe process of identifying and assesing individual training
needs.

• how employees will be trained and developed within the organization

• available resources including financial

SUPERVISING OFFICE EMPLOYEES

Supervision

 Is managing others through leadership and personal influence

 SUPERVISOR however, exercises hands on influence and leadership skills to guide others.

Role and functions of supervision

 SUPERVISORS play an important role in the business environment .

 Their primary job is to see that the work performed by employees is completed on time and at the highest

 SUPERVISORS perform a wide range of functions, all of which are closely interwined.
Supervisor as Communicator

 SUPERVISORS are required to communicate with a variety of personnel in the course of their jobs.

 SUPERVISORS must be able to write and speak concisely, clearly consistently, and courteously with senior
managers, production workers, customers, suppliers

Supervisor as Trainer

 Must be a polished trainer

 Part of the supervisor’s responsibility to demonstrate to workers exactly how certain procedures are
performed

 SUPERVISORS must also be excellent learners

Supervisor as Student

 Life is a learning process

 They must take courses in management, computers, communication and other skills

Supervisor as Goal Setter

 SUPERVISORS are responsible for setting goals for themselves and their subordinates

 This function requires full employment of the supervisors communication skills

 SUPERVISORS cannot simply set goals and then ignore them

Supervisors as Evaluator

 It is the supervisor’s job to evaluate workers on a regular basis

Supervisors as Human Resource Specialist

 SUPERVISORS need to be aware of the needs of their subordinates

 SUPERVISOR play a critical role in maintaining good moral among the workforce

Supervisor as Computer Expert

 SUPERVISORS must be computer proficient

 SUPERVISOR are not responsible for many of the functions facilitated by computers

Supervisors as Producer

 SUPERVISOR is inextricably linked to the production of goods and services

 First supervisors must be knowledgeable about the production process they control

 SUPERVISOR must schedule carefully to ensure that time is not wasted

 SUPERVISOR must effective time managers and employee motivators

 SUPERVISOR must keep an eye on the future when performing their tasks

 SUPERVISOR may not only need to recommend new equipment

Supervisor as Adviser

 SUPERVISOR must be particularly effective in advisory role

  SUPERVISOR does not provide detailed advice on particular issues

 SUPERVISOR must have a grasp of what training is available

Supervisors as Idea Champion

 Is an individual who generates a new idea or believes in the value of a new idea and supports it in the face of
potential obstacles

 They typically are creative people who are willing to take risks

Supervisor as Environmental watchdog

 They must be knowledgeable about a wide range of environmental issues and workplace safety programs

 Today’s SUPERVISORS must be aware of public policy issues that were of no concern to their predecessors,
but which are taking on added importance today

Supervisors as International Manager

 The emergence of large international businesses is creating a new demand for supervisors who can manage
effectively in difficult circumtances

 They must learn international trade laws and regulations and the differences in reward and punishment
systems

The New Challenge for Supervisors

 They have long been an important part of the business world

 SUPERVISORS function as leaders, trainers, goal setters, environmental watchdogs, facilitators,

communicators and more

EMPLOYEE’S ROLE

- Make sure that every employee’s understand the company’s business objective.

What is Business Objective?

-Everyone can gain a better understanding of their role in the company and achieve greater job satisfaction as they
start making connection between what they do and the company’s business goals.

-When employee’s understand their role within the company, they should try to identify what changes are necessary
to meet individual, group and corporate goals.

-In most cases, acting in isolation isn’t enough to change the way a business work. Each employee usually needs the
approval and support of a manager and fellows workers.
-After employee’s have identified what learning is necessary they need to develop a learning agenda.

-When employee’s have mastered new skills, or acquired new knowledge they should be encouraged to share it with
others.

APPRAISING PERFORMANCE OF OFFICE EMPLOYEE’S

A performance appraisal, employee’s appraisal, performance review or (career) development discussion is a

method by which the job performance of an employee is evaluated. (In generally in terms of quantity, quality, cost
and time) typically by the corresponding manager and managing ad also a part of guiding and managing career
development.

Aims of performance appraisal are to:

 Give employee’s feedback on performance.

 Identify employee’s training needs.

 Document criteria used to allocate organizational rewards.

 Form a basis for personnel decision; salary increases, promotions, disciplinary action, bonuses, etc.

 Provide the opportunity for organizational diagnosis and development.

 Facilitate communication between employee’s and administration

 Validate selection techniques and human resources policies to meet the equal employment opportunity
requirements.

 To improve performance though counseling coaching and developments.

Selecting and orienting office employee

Sources of potential office employee

1. Internal Sources

It is better to promote an employee who meets the requirements of the position than huring from the outside. It is
also an evidence that employees competent is rewarded.

• Employee Referral – employee recommend individual for open positions within the organization.
Referral give employees a feeling of recognition or it may cause problem if the individual referred
does not perform satisfactorily.

• Employee Promotion – morale is likely to increase or turnover decrease or employees can be

promote.

• Databanks – the information regarding employees’ job qualifications is stones in a computerized databanks.
This can be easily and quickly screened to determine which employees are presently qualified for the open
positions.

2. External Sources

The advantage of this is there will be big potential application pool with new ideas to join in the organization.

3. Unsolicited Applications

Used to apply for a position without knowing whether an opening actually exist.
 • Advertising – includes classified newspaper advertisement, magazines and journals.

• Educational Institition Placement Service – provide important services to both the employer
and the job seeker.

• Public Employment Agencies and Private Employment Agencies – help employers design testing programs, job
analysis and evaluation.

• Web-based Employment Services – using the web, the job seekers registers with the employment service and
electronically submits resume-type information.

Outsourcing

• Organization turns over certain of its function to any outside agency to has the specialization of recruiting,
selecting and hiring employees.

• It is also common to outsource janitorial, security, payroll, processing, food services, office services, etc.

Hiring people with disabilities

• Employers cannot discriminate against an individual with disability as long as the person is otherwise
qualified for the job.

METHODS :

A common approach to assess performance is to use a numerical or scalar rating system whereby managers are asked
to score an individual against a number of objectives attributes. In some companies, employees receive assessments
from their managers, peers, subordinates and customers while also performing a self-assessment.

 Management by Objectives

 360-degree appraisal

 Behavior observation scale

 Behaviorally anchored rating scales

TRAIT-BASED SYSTEMS

1. Because trait-based systems are by definition based on personality traits, they make it difficult for a manager
to provide feedback that can cause positive change in employee performance.

2. 2. Because they are vague, are more easily influenced by office politics , causing them to be less reliable as a
source of information on an employee’s true performance.

CHARACTERISTICS OF PERFORMANCE APPRAISAL SYTEMS

APPRAISALS MATCH THE JOB DESCRIPTION

1. Performance appraisals should match the job descriptions and standards set for performance objectives.

APPRAISALS ARE LEGALLY COMPLIANT

Appraisals should be able to stand legal tests of reliability (questions yield the same results for all employees if
repeated more than once) and validity (does the appraisals measure what it is designed to measures).
APPRAISALS SHOULD BE TRAINED

3. The supervisor or manager conducting the appraisal should be trained in the use of the evaluation tool and
conducting the appraisal.

APPRAISALS SYSTEMS REQUIRE FOLLOW-UP

4.It is important to the company and the employee to provide consistent monitoring and follow-up after the formal
appraisal is given.

Basic of Conducting Employee Performance Appraisal

 Performance reviews help supervisors feel more honest in their relationships with their subordinates and feel
better about themselves in their supervisorial rules .

1. Design a legally Valid Performance Review Appraisal

Performance Planning and Appraisal states that the law requires that performances appraisals be job-related
and valid, based on through analysis of the job standardized for all employees not biased against any race, color,
religion, sex, or nationality and performed by people who have adequate knowledge of the person or job.

2. Design a standard Form for Performance appraisals

Include the name of the employee, date the performance form was completed , dates specifying the time interval
over which the employee is being evaluated, performance dimensions (include responsibilities from the job
description, any assigned goals from the strategic plan, along with needed skills such as communication,
administrative, etc) a rating system ( e. g . Poor, average, good excellent)

3. Schedule the First Performance review for six months after the employee starts employment

Schedule another six months later, and then every year on the employees anniversary date.

4. Initiate the Performance Review Process and Upcoming Meeting

Tell the employee that you’re initiating a scheduled performance review. Remind them of what’s involved in the
process. Schedule a meeting about two weeks out.

5. Have the Employee Suggest any Updates to the Job Description and Provide Written Input to the Appraisal

Have their record their input concurrent to the your recording theirs. Have them record their input on their own
sheets.(their feedback will be combined on the official form of later on in the process)

6. Document your Input-reference the Job Description and Performance Goals

Be sure you are familiar with the job requirements, and have sufficient contact with the employee to be making
valid judgements. Don’t comment on the employee’s race, sex, religion, nationality or handicap or veteran status.
Record major accomplishments , exhibit strengths and weaknesses according to the dimensions on the appraisal
form and suggest action and training or development to improve performances.

7. Hold the Performance Appraisal Meeting

 State the meeting’s goals of exchanging feedback and coming to action plans. Where necessary. In the
meeting let the employee speak first and give their input. Respond with your own input. Then discuss areas
where you disagree. Attempt to avoid defensiveness admitting how you feel at the present time. Discuss
behaviors not personalities. Avoid final terms such as “always”, “never”. Encourage participation and be
supportive.

7. Update and Finalize the Performance Appraisal Form

Add agreed-to commentary on to the form. Note that if the employee wants to add attach written input to
the final form. He or she should be able to do so.

8. Nothing Should be Surprising to the Employee During the Appraisal Meeting

Any performance issues should have been addressed as soon as those issues occurred. So nothing should be a
surprise to the employee.

PROMOTIONS AND ELEMENTS

PROMOTION
 Is the advancement of an employees rank or position in an organizational hierarchy system.
 Maybe an employees reward for good performance
 It can involve advancement in terms of designation, salary and benefits

ELEMENTS
A promotion can be involve advancement in terms of designation, salary and benefits.

examples
 HR Assistant receives a promotion to HR Genaralist
 HR Genaralist receives a promotion to a dual role of Generalist and employee Development Cordinative.
 HR Genaralist is given a promotion to HR Manager
 HR Manager is given a promotion to Manager of Human Resources and Administration
 HR Manager is promoted to HR Director
 HR Director receives a promotion to HR Vice President
 HR Vice president becomes Vice President of Global Human Resources of Vice President of acquisition,
Management and Development

JOB ANALYSIS

Is a step-by-step specification of an employment position’s requirements, functions, and procedures.

Successful HRM practices can lead to outcomes that create competitive advantage.

JOB ANALYSIS DEVIDED INTO THREE CATEGORIES

JOB CONTENT
Refers to the workers job activities or what workers actually do on the job.

JOB CONTEXT
Refers to the conditions under which the work is performed and the demands such jobs on the worker.
 WORKER REQUIREMENTS
Workers qualifications needed to perform the job successfully.
 Workers requirements refers to:
• KNOWLEDGE
• SKILL
• ABILITY
• PERSONAL CHARACTERISTICS
• CREDENTIALS

KNOWLEDGE
The body of information one needs to perform the job.

SKILL
The capability to perform a learned motor task. Such as forklift operating skills and word-processing skills.

ABILITY
The capability needed to perform a non-motor task. Such as communication abilities, mathematical abilities
and reasoning or problem-solving

PERSONAL CHARACTERISTICS
An individual’s trait (e.g fact, assertiveness, cn for others, objectivity, work ethic) or his willingness/ability to
adapt to the circumtances in the environment.

CREDENTIALS
Proof or documentation that an individual possesses certain competencies, such as diplomas, certifications
and licenses.

JOB EVALUATION
Job Evaluation is the process of systematically determining a relative internal value of a job in an
organization.

FOUR MAJOR METHODS OF JOB EVALUATIONS

JOB RANKING
The job ranking method is the simplest and easiest job evaluation method; jobs and the employees who
perform those jobs are ranked from highest to lowest depending in their quality and value to the org.

JOB CLASSIFICATION
The job classification method uses job classes or job groups to provide more customization in the evaluation

FACTOR COMPARISON
The factor comparison method is more scientific and complex than any other method.

POINT METHOD
The point method measures performance through scale and job factors rather than focusing on entire job
functions and rnking employees against each other.

CONSIDERATION
 Is usually seen as the most reliable and valid evaluation method by employees compared to more subjective
methods such as the job ranking method.

Office Personnel Problem

 After being supervised for a while, you realized that people demonstrate similar patterns of behaviour no
matter what where you work.

Common Personnel Problems

 Below, I’ve highlighted some of the more common employee problem a company office will face. The list is no
particular order, but if you’re a supervisor for any amount of time you’ll eventually deal with all of them.

The Inherited Poor Performer:

 This can be one of the most difficult problems to take care of because most of these people have developed
their poor performances level from years of little or no supervision. When you’re company officer to someone
with this problem, you’re first inclination is to seek out their former supervisor and punch them. But what
we’d like to do is often very different from what we can do legally, so focusing on and dealing with the poor
performer’s behaviour is probably the better route to take.

The Excuse Meister

 The excuses people come up with truly amaze me. Why can’t people just say, “I screwed up and will do better
job”. Instead, we get an avalanche of nonsense that pours out of the mouth in attempt to avoid taking
responsibility for their actions. We’ve become so accustomed to the “Excuse Meister” type of behaviour that
it has become the norm to blame someone else and divert attention away from what really happened.

The Piss –Poor Attitude:

 Trying to change someone’s attitude can take a great deal of patience, determination and commitment,
because the person may not even realize they have a problem. Maybe nobody’s ever thought it to their
attention or maybe they have been told, but they simply disregarded the information. I’m not sure how
people get away with maintaining a bad attitude, but this is one of the most challenging employee problems,
because there’s rarely something in writing that defines a poor attitude. It can be difficult to define or even
describe a poor attitude in words or on paper, but you know it when you see it.

Mistakes vs. Behaviour Problems

 Sometimes people who’ve made a mistake are confused with people who have behaviour problem, I can
assure you they’re not the same. Someone who makes a mistake most likely had good intensions and tried to
meet an expectations, but they made a bad choice or something didn’t go as planned. Someone with a
behaviour problem is an entirely different animal. Company offices true personnel problems stem from
those folks who don’t have a good intentions , usually have a significant attitude problem and generally
choose to be disruptive. Simply put mistakes help us gain experience.
 Behavioural problems on the other hand don’t’ lend a tremendous amount of value to person’s life and they
don’t necessarily help an individual gain experience that can benefit them in the future. for company officers
, personnel problems are very frustrating , because they take time away from other more productive things
we could be doing. If the problems is serious enough, it can affect everything else a company officer is
responsible for due to the time it may take to solve the problem and to handle the situation.
 The one constant with personnel problems. The longer they go unchecked, the bigger they get in the others
words, if the company office ignores problem , the individual will most likely assume they can get away with
their actions and will repeat them. Personnel problems start when people make poor decisions about their
personal behaviour. Failing to handle the problems quickly and effectively becomes the supervisor’s poor
decision.

Alphabetical Filing Rules and Procedures

Rules #1 Names of Persons
 When indexing the name of a person consider
1. Last Name
2. First Name or Initial
3. Middle Name or Initial
Rules #2 Personal Names with Prefixes
 Consider a prefix like Mc in McDonald as part of the name it precedes
 Ignore any apostrophe or space that appears with in the prefix or after
Rules #3 Hyphenated Personal Names
 Consider a hyphenated first, middle, or last name as one unit
 Write names in all capital letters; do not include any punctuation
Rules #4 Abbreviations of personal Names
 Abbreviated and shortened forms of personal names are not spelled out when indexed
Rules #5 Personal Names with Titles & Suffixes
 When used with a person’s name, title, or suffix is the last indexing unit when needed to distinguish between
2 or more identical names
Rules #6 Names of Businesses and Organizations
 Index the parts of business names in the order in which they are normally written
 When The is the first word of the name, it is indexed as the last unit
Rules #7 abbreviation in Business Names
 Abbreviation or shorted forms of business and organization names are not spelled out when indexed
Rules #8 Punctuation in Business Names
 Hyphens business & organization names are as 1 unit
 Ignore any punctuation makes that appear in the names
Rules #9 Numbers in Business Names
 Arabic numbers (2,17) are considered one unit and are filled in numeric order before alphabetic characters.
Rules #10 Symbols in business names
 If the symbol is a part of the name the symbol is indexed as if spelled out
Rule #11 Government Names
 Are indexed first by the name the;
-country
-State
-County
-City
Rule #12 Addresses
 When names are otherwise identical, they may be filled address
 The elements of the address are considered in this order name ,city , states , street name and house or
building number
 As an admin, we’ve often had to do filing for the companies we’ve worked for.
Let’s say you have some folders with these headers:
• 88 Company LLC
• Bob Anders corporation
• W.L. Logistics
• Plant Management Co.
• Planters Welding
• W.W. Lampe
• The Camdenton Association

Numbers go first
• 88 Company LLC will go first. Don’t go by what the WORD begins with (i.e. eight, with an E) searchers will look
for the file header itself, not some hidden message there.

When you get to letters, initials go first within their letter designation.
• W.L Logistics and W.W Lampe both begin with the letter W. Which one goes first?
W.L. Logistics
Followed by
W.W. Lampe

RECORDS
It is the sum of the past achievements or actions of a person or organization; a person or thing's previous
conduct or performance.

How about “Management”?

Management is a set of principles relating to the functions of planning, organizing, directing and controlling,

Records Management
Also known as “Records and Information Management” (RIM) is the Professional practice of managing the
records of an organization throughout their life cycle.

DIGITAL INFORMATION

*Electronic Office Documents

*Data in Application Databases
*Website Content
*Electronic Mail (email)

The Purpose of RM is part of an on organization’s broader function of Governace , Risk and Compliance or
(GRC)
RM is also primarily concerned with the evidence of an organization’s activities as well the reduction or
mitigation of risk associated with it.
An organization’s records preserve its corporate memory.
 COMPENSATION/SALARY ADMINISTRATION
COMPENSATION IS A TOOL USED BY MANAGEMENT FOR A VARIETY OF PURPOSE TO FURTHER THE
EXISTENCE OF THE COMPANY.

COMPENSATION MAY BE ADJUSTED ACCORDING TO THE BUSINESS NEEDS, GOALS AND AVAILABLE
RESOURCES.

COMPENSATION MAY BE USED TO:

• RECRUIT AND RETAIN QUALIFIED EMPLOYEES.
• INCREASE OR MAINTAIN MORALE/SATISFACTION.
• REWARD AND ENCOURAGE PEAK PERFORMANCE.
• ACHIEVE INTERNAL AND EXTERNAL EQUITY.
• REDUCE TURNOVER AND ENCOURAGE COMPANY LOYALTY.
• MODIFY (THROUGH NEGOTIATIONS) PRACTICES OF UNIONS.

WHAT ARE THE COMPONENTS OF A COMPENSATION SYSTEM?

COMPENSATION WILL BE PERCEIVED BY EMPLOYEES AS FAIR IF BASED ON SYSTEMATIC COMPONENTS.
VARIOUS COMPENSATION SYSTEM HAVE DEVELOPED TO DETERMINE THE VALUE OF POSITIONS. THESE
SYSTEMS UTILIZE MANY SIMILAR COMPONENTS INCLUDING JOB DESCRIPTIONS, SALALRY RAGES/
STRUCTURES AND WRITTEN PROCEDURES.

• JOB DESCRIPTIONS
A CRITICAL COMPONENTS OF BOTH COMPENSATION AND SELECTION SYSTEM, JOB DESCRIPTIONS
DEFIINE IN WRITING THE RESPONSIBILITIES, REQUIREMENTS, FUNCTIONS, DUTIES, LOCATIONS,
ENVIRONMENT, CONDITIONS AND OTHER ASPECTS OF JOBS, DESCRIPTION MAY BE DEVELOPED FOR JOBS
INDIVIDUALLY OR FOR ENTIRE JOB FAMILIES.
• JOB ANALYSIS
THE PROCESS OF ANALYZING JOBS FROM WHICH JOB DESCRIPTIONS ARE DEVELOPED. JOB ANALYSIS
TECHNIQUES INCLUDE THE USE OF INTERVIEWS, QUESTIONNAIRES AND OBSERVATION.

• JOB EVALUATION
A SYSTEM FOR COMPARING JOBS FOR THE PURPOSE OF DETERMINING APPROPRIATE
COMPENSATION LEVELS FOR INDIVIDUAL JOBS OR JOB ELEMENTS.
• PAY STRUCTURES
USEFUL FOR STANDARDLIZING COMPENSATION PRACTICES. MOST PAY STRUCTURES INCLUDE
SEVERAL GRADE WITH EACH GRADE CONTAINING A MINIMUM SALARY/WAGE AND EITHER STEP
INCREMENTS OR GRADE RANGE. STEP INCREMENTS ARE COMMON WITH UNION POSITIONS WHERE THE PAY
FOR EACH JOB IS PRE-DETERMINED THROUGH COLLECTIVE BARGAINING.
• SALARY SURVEYS
COLLECTION OF SALARY AND MARKET DATA. MAY INCLUDE AVERAGE SALARIES, INFLATION
INDICATORS, COST OF LIVING INDICATORS, SALARY BUDGET AVERAGES. COMPANIES MAY PURCHASE
RESULTS OF SURVEY CONDUCTED BY SURVEY VENDORS OR MAY CONDUCT THEIR OWN SALARY SURVEYS.
 TYPES OF COMPENSATION
DIFFERENT TYPES OF COMPENSATION INCLUDE
• BASE PAY
• COMMISSIONS
• OVERTIME PAY
• BONUSES, PROFIT SHARING, MERIT PAY
• STOCK OPTIONS
• TRAVEL/MEAL/HOUSING ALLOWANCE
• BENEFITS INCLUDING: DENTAL, INSURANCE, MEDICAL, VACATION,LEAVES, RETIREMENT, TAXES.

HOW TO DEVELOP A COMPENSATION PROGRAM OUTLINE

1. SET AN OBJECTIVE FOR THE PROGRAM
2. DESIGNATED AN INDIVIDUAL TO
3. OVERSEE THE COMPENSATION PROGRAM
4. DEVELOP A COMPNSATION PHILOSOPHY
5. CONDUCT A JOB ANALYSIS AF ALL POSITIONS
6. EVALUATE JOBS.
7. DETERMINE GRADES
8. ESTABLISH GRADE PRICING AND SALARY RANGE
9. DETERMINE AN APPROPRIATE SALARY STRUCTURE
10. DEVELOP A SALARY ADMINISTRATION POLICY
11. COMMUNICATE THE FINAL PROGRAM TO EMPLOYEES AND MANAGERS
12. MONITOR THE PROGRAM