Performance Appraisal & Compensation system

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Term Paper on
“PERFORMANCE APPRAISAL & COMPENSATION SYSTEM
OF US OFFICE OF PERSONNEL MANAGEMENT,HARVARD
UNIVERSITY, MASSACHUSETTS INSTITUTE OF
TECHNOLOGY(MIT), THE WORLD BANK, NASA, UNITED
NATION (UN) ”

Course
Performance Appraisal & Compensation System (HRM 604)

Submitted to:
Professor Dr. M. Mahmodul Hasan
School of Business
MBA /EMBA Program,
North South University.

Submitted by:
Group: Elemon

Term Paper on

1 | Page

“PERFORMANCE APPRAISAL & COMPENSATION SYSTEM
OF US OFFICE OF PERSONNEL MANAGEMENT,HARVARD
UNIVERSITY, MASSACHUSETTS INSTITUTE OF
TECHNOLOGY(MIT), THE WORLD BANK, NASA, UNITED
NATION (UN) ”

Course
Performance Appraisal & Compensation System (HRM 604)

Submitted to:
Professor Dr. M. Mahmodul Hasan
School of Business
MBA /EMBA Program,
North South University.

Submitted by:
Marzia Rahman Nomrota

ID: 142-1646-660

Tamanna Zaman

ID: 142-1187-660

Ishtiaq Mahmud

ID: 132-1838-060

Md. Jahangir Alam

ID: 152-0003-690

Date of Submission: 12 th December, 2015.

2 | Page

12th December, 2015.
Professor Dr.M. Mahmodul Hasan
North South University,
Dhaka, Bangladesh.

Subject: Submission of report on “Performance Appraisal and Compensation System of US
office of Personnel Management, Harvard University, MIT, The World Bank, UN.

Dear Sir,
We are going to submit you a report on “Performance Appraisal and Compensation System of
US office of Personnel Management, Harvard University, MIT, The World Bank, We tried to
give the performance appraisal and Compensation system of above mentioned. We faced
many problems in finding data, collecting information, current market situation and so on.
We would like to apologize for any kind of mistakes which may be found in this report.
Sincerely yours,

Marzia Rahaman Nomrota

Tamanna Zaman

142 1646 660

142 1187 660

Md. Jahangir Alam

Ishtiaq Mahmud

122-1276-660

132-1838-060

ACKNOWLEDGEMENT

3 | Page

At first we would like to thank the almighty for giving me the strength and for his mercies
and protection without which this dissertation could not have been possible the completion of
this individual term paper as a requirement of course HRM 604. It was a great experience for
us to work on this research enlightening issue.
Preparing this report was both exciting and hard working at the same time. It was a great
experience for us to work on Performance Appraisal and Compensation System of US office
of Personnel Management, Harvard University, MIT, The World Bank, UN. We would like to
express our gratitude to Professor Dr. M. Mahmodul Hasan, Course Instructor, School of
Business, North South University, for providing us with the proper guidance and support.

EXECUTIVE SUMMARY

A performance appraisal system is the key factor used in determining whether an organization
4 | Page

can manage its human resources and talent effectively. Performance management provides
information on who should be trained and in what areas, which employees should be
rewarded, and what type of skills are lacking at the organization or unit level. Therefore,
performance management also provides information on the type of employees that should be
hired. When implemented well, performance management systems provide critical
information that allows organizations to make sound decisions regarding their people
resources. The typical compensation package for career senior executives includes salary and
awards. Additionally, members enjoy a benefits package and are eligible for other forms of
recognition. Performance awards (bonuses) may be given only to career executives and are
for performance during the previous appraisal period. In this report we tried to enlighten on
Performance Appraisal and Compensation System of US office of Personnel Management,
Harvard University, MIT, The World Bank, and United Nation (UN). All of these six
organizations provide an exclusive compensation and benefit program to their employees.
Employees are fairly treated as per their ability to work, performance and experience. Equal
employment opportunity practiced through a well designed job description. We also observed
focused career planning discussions between employee and manager help to define career
options and encourage appropriate learning and development opportunities that will support
next steps in all of these six organizations. These organization practices equal employment
opportunity and standardized HR practices. Workforces are highly diversified and
diversification maintenance is one of the biggest challenges for these world class
organizations. It also looks at the limited extent to which employers have undertaken
preparations for responding to the diversified workforce. Some of these organizations are
working across the globe maintaining their performance and equal compensation and benefit
system. In this report we tried to analyze and summarize different performance appraisal and
compensation related aspects of all these organization.

T ABLE OF CONTENT
SL
No.
1.0.
0

Topic Name
All Research Tasks
1.1.1

5 | Page

Summary of Research area of U.S office of Personnel
Management

Page No.

Assessment & Selection, Disability Employment, Diversity,
Employee Relation, Labor Management, Performance
Management, Work-Life
1.1.2

4-5

5-6
Performance Appraisal Model of OPM

1.1.3
1.2.1

1.2.2
1.2.3
1.3.1

6-7
Compensation System Model of OPM
Summary of Research area of Harvard University
Compensation, Benefits, Fitness & Wellness, Childcare, Flexible
Work
Performance Appraisal Model of Harvard University
Compensation System Model of Harvard University

8-13
13
14-15
16

Summary of Research area of Massachusetts Institute of
Technology (MIT)
Benefits, Perks, Apps, Your First Month, Performance Review, Goal
Setting, SMART, Manager’s Performance Development Toolkit.
1.3.2

16-22
22

Performance Appraisal Model of MIT
1.3.3

23

1.5.2

Compensation System Model of MIT
Summary of Research area of The World Bank
Benefits, Diversity, Health Service, Staff Manual (Compensation
only)
Performance Appraisal Model of the world bank
Compensation System Model of the world bank
Summary of Research Area of NASA
Benefits, Pay, Leave Program
Performance Appraisal model of NASA

1.5.3

Compensation system model with diagram about NASA

1.4.1

1.4.2
1.4.3
1.5.1

24-26
27
28-29
30-34
34
35-36

1.6.1

2.0.
0
3.0.
0
4.0.
0
5.0.
0

Summary of Research Area of United Nation (UN)
Performance Management, Create a harmonious workplace
1.6.2 Performance Appraisal Model of UN
1.6.3 Compensation system model of UN
Series of Recommendations

37-38
39
39-40
41-42

Conclusion

43

References

44

Appendix

45-49

1.1.1 Summary of Research area of U.S Office of Personnel Management
Assessment and Selection
6 | Page

Job
Analysi
s

Other
Assessment
Methods

Occupational
Questionnaire

Compet
encies

Structured
Interviews

Job Analysis: Job analysis provides a way to develop this understanding by examining the
tasks performed in a job, the competencies required to perform those tasks, and the
connection between the tasks and competencies.
Occupational Questionnaires: Occupational questionnaires are a fairly quick and
inexpensive way to screen for minimum qualifications, as well as assess applicants to identify
the best qualified.
Structured Interviews: A structured interview is an assessment method designed to measure
job-related competencies of candidates by systematically inquiring about their behavior in
past experiences and/or their proposed behavior in hypothetical situations.
Competencies: A competency is a measurable pattern of knowledge, skills, abilities,
behaviors, and other characteristics that an individual needs to perform work roles or
occupational functions successfully.
Other Assessment Methods: Most of the assessment methods in this
section require considerable test development and measurement
expertise to develop in-house. Measurement specialists can assist in
selecting or developing valid, fair, and effective assessment tools to meet
specific hiring needs.
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Disability Employment

J o b G e ttin S e le c tiv e P la c e m e n t P r o v id in g
S eek g a P rogram
A ccom odat
e r s J o b C o o r d in a to r
io n
Job Seekers:The Federal Government is actively recruiting and hiring persons with

disabilities. We offer a variety of exciting jobs, competitive salaries, excellent benefits, and
opportunities for career advancement.

Getting a Job: Learn the difference between the competitive and non-competitive hiring
processes, how to use the Schedule a Authority, and how to conduct a job search in the
Federal government.
Find a Selective Placement Program Coordinator: Most Federal agencies have a Selective
Placement Program Coordinator, a Special Emphasis Program Manager (SEPM) for
Employment of Adults with Disabilities, or equivalent, which helps to recruit, hire and
accommodate people with disabilities at that agency.
Providing Accommodation: In order to meet accommodation obligations, agencies should
think creatively about ways to make the workplace more accessible and create an
environment where employees who have disabilities could thrive. Here are some suggestions
that relate specifically to reasonable accommodation issues.

{Nomrota, ID: 1421646660}

Diversity
Pursuant to Executive Order 13583 and to the Government-wide Strategic Plan, which was
published on November 17, 2011, the OPM Office of Diversity and Inclusion (ODI)
developed a D&I Dashboard for agency use in workforce planning and reporting, with
information culled from the Federal Employee Viewpoint Survey and the Enterprise Human
Resources Integration data sets.
8 | Page

Diversity Categories
Native Hawaiian / Pacific
Islander
American Indian / Alaskan
Native
Asian
White
Black
More Than One Race
Hispanic
Female
Male
LGBT (EVS Q 96)

2010
N/A

2011
N/A

2012
N/A

2013
0.4 %

2014
0.4 %

1.8 %

1.7 %

1.7 %

1.7 %

1.7 %

5.6 %
66.2 %
17.7 %
0.7 %
8.0 %
43.9 %
56.1 %
N/A

5.6 %
65.9 %
17.8 %
0.8 %
8.1 %
43.6 %
56.4 %
N/A

5.8 %
65.4 %
17.9 %
1.0 %
8.2 %
43.5 %
56.5 %
2.2 %

5.5 %
65.1 %
18.0 %
1.1 %
8.3 %
43.4 %
56.6 %
2.7 %

5.6 %
64.7 %
18.1 %
1.2 %
8.4 %
43.2 %
56.8 %
2.8 %

{ Nomrota, ID: 1421646660}

Employee Relation
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Employee Relations at the U.S. Office of Personnel Management (OPM) provides guidance
and information to Federal government agencies on the statutes, case law, and regulations for
taking conduct and performance based actions. Employee relations (ER) offers
developmental activities aimed at imparting information to enhance ER practitioners'
performance. Throughout the year, in collaboration with our Interagency Network of
employee and labor relations leaders, we provide training opportunities.
{ Nomrota, ID: 1421646660}

Labor Management
Labor Relations, together with Employee Accountability, form the Partnership and Labor
Relations program office within Employee Services in the U.S. Office of Personnel
9 | Page

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Management. Labor Relations provides technical expertise to the Director of OPM and
federal agencies on issues arising under the Federal Service Labor-Management Relations
Statute. Labor Relations also facilitates training and collaboration among agencies on issues
concerning labor unions. Finally, Labor Relations consults at the national level with labor
organizations, agency managers and labor relations officials in the development of human
resource policy and on Government rules, regulations, and binding directives affecting
conditions of employment.

{Nomrota, ID: 1421646660}

Performance Management
Performance management involves much more than just assigning ratings. It is a continuous
cycle that involves:


Planning work in advance so that expectations and goals can be set;



Monitoring progress and performance continually;



Developingthe employee's ability to perform through training and work assignments;



Rating periodically to summarize performance and,



Rewarding good performance.

10 | P a g e

{ Nomrota, ID: 1421646660}

Work life
Work-life is the business practice of creating a flexible, supportive environment to
engage employees & maximize organizational performance. Work-life programs are
critical management tools for the Federal community as we strive to maintain an
excellent, engaged workforce. Key work-life programs offered to Federal employees
include worksite health and wellness, Employee Assistance Programs, workplace
flexibilities, timework, and dependent care. When implemented according to today’s
best practices, work-life programs can demonstrate significant benefits for agencies
employees, and our communities.

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1.1.2 Performance Appraisal Model of OPM
Results-oriented performance appraisal plans are central to linking individual accountability
to organizational outcomes to build a high performance organization. OPM Consultants can
provide internal reviews to help agencies ensure that their performance management plans are
compliant with Human Capital Accountability Assessment Framework (HCAAF) and
Performance Appraisal Assessment Tool (PAAT ) requirements. These plan reviews
encompass SES, SL/ST, and GS or equivalent performance appraisal plans. The performance
plan appraisal review process includes three “pass” reviews of individual performance plans

11 | P a g e

with specific feedback on criteria specified in the PAAT, general briefings to managers and
human resources officials, and one-on-one consultation with appraisal plan holders if needed.
{ Nomrota, ID:
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{ Nomrota, ID: 1421646660}

1.1.3 Compensation System Model of OPM
The typical compensation package for career senior executives includes salary and awards.
Additionally, members enjoy a benefits package and are eligible for other forms of
recognition. Performance awards (bonuses) may be given only to career executives and are
for performance during the previous appraisal period. The agency head approves awards
following recommendations by the agency Performance Review Board. The amount of an
award must be between 5 percent and 20 percent of the executive's rate of basic pay as of the
end of the performance appraisal period. Generally, total award payments in an agency are
limited to 10% of the aggregate amount of basic pay paid to career appointees as of the end of
the previous fiscal year.

12 | P a g e

{Nomrota, ID: 1421646660}

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1.2.1 Summary of Research area of Harvard University
Compensation:
Harvard offers competitive salaries that are designed to attract & retain talented employees
&to reward performance. Their salaries combined witho
o
o
o

comprehensive benefits
generous paid time-off
access to education
professional development

Harvard’s compensation system for staff is designed to:


Ensure pay that is competitive



Flexibly respond to changing internal and external circumstances



Promote pay equity and consistency across Harvard

Starting salaries vary depending on Experience
 skills
 The market for the position
Harvard’s merit salary increase program-Consideration for an annual merit salary increase
occurs near the end of the fiscal year, along with the formal performance management
process.

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{Tamanna, ID: 1421187660}

Benefits:
Open Enrollment 2016:
Benefits Open Enrollment for 2016 was held November 9-23, 2015. Open Enrollment is now
closed. In early December, a confirmation statement will be mailed to applicant’s home.
November 9–23, 2015. There are several changes to the health plans for faculty,
administrative/professional, nonunion support staff and postdoctoral fellows for 2016.Like


Make any desired changes to your medical, dental, and/or vision care coverage
Review your medical, dental, and/or vision coverage, etc.

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Health Benefits:
Supporting the health and wellness of their faculty, staff and their families through access to
top quality care is a long-standing priority at Harvard. Health Benefits are:





Medical
Dental
Vision
Reimbursement Program

Retirement Benefits:
Harvard’s retirement programs help faculty and staff build financial security through
generous University-funded retirement plans and employee-funded tax-deferred savings
opportunities.
Disability & Life insurance:

15 | P a g e








Harvard’s Short-Term Disability (STD) plan.
Long-Term Disability (LTD).
SupplementalLong-Term Disability.
Workers' Compensation.
Life Insurance.
Long Term Care Insurance.
{Tamanna, ID: 1421187660}

Flexible Spending Accounts:
Harvard offers benefits-eligible faculty and staff the opportunity to pay eligible health care
and dependent care expenses with tax-free dollars using a Flexible Spending Account
(FSA).There are three kinds of FSAs:




Health Care FSA
Limited Purpose FSA
Dependent Care FSA

Life Events:
If the circumstances of your life change, Harvard has many resources & services that can help
you. You may also be able to adjust your benefits to meet your new needs. Events that
permit you to make benefit changes include:






Getting married /registering a domestic partner
Having or adopting a child
Spouse changing employment
Applying for long-term disability
Going on or returning from an unpaid leave of absence
{Tamanna, ID: 1421187660}

Fitness & Wellness:
Harvard Athletics facilities:
It is available to –
 Staff.
 Faculty.
 Students.
16 | P a g e

 Alumni & eligible family members.
Annual or semester memberships, personal trainers, and fitness classes offer as many options
as private gyms.

Body Scrapes Fitness:
It has programs designed to meet Individual needs.
 Including weight loss.

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The Center for Wellness:
They offer therapies such as  Massage.
 Acupuncture.
 Reiki & shiatsu at very competitive rates.
Fitness Reimbursement:
Harvard’s two medical plans Harvard Pilgrim Health Care
 HUGHP
17 | P a g e

Both provide a fitness reimbursement for members.
{Tamanna, ID: 1421187660}

Childcare:

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18 | P a g e

Flexible work:
Harvard encourages all units and departments to consider proposals for flexible work. As per
Harvard, proposals for flexible work arrangements should focus on Results.
 Predictability for all involved.
 How the work will get done without negative impact on co-workers, and on
reciprocity.
{Tamanna, ID: 1421187660}

1.2.2 Performance Appraisal Model of Harvard University

19 | P a g e

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1.2.3 Compensation System Model of Harvard University

20 | P a g e

compensation
system

Total Rewads
package

externally competitive & internally
equitable salary

competitive
salaries

Promote pay equity and
consistency

collective bargaining
process

merit salary increase
program

Competitive salaries:
Designed to attract and retain talented employees and to reward performance.
Promote pay equity and consistency:
The Harvard Human Resource compensation department gathers and analyses market data
about salaries and adjusts University salary ranges to compete with external market.
Eligibility for overtime pay, as well as review of internal equity is also closely monitored.

Total Rewards package:

21 | P a g e

Salaries combined with comprehensive benefits, generous paid time-off, access to education
& professional development, and a vibrant campus environment offering almost limitless
cultural and recreational opportunities -- represent a total rewards package.
Externally competitive & internally equitable salary:
Harvard Compensation department determines the externally competitive and internally
equitable salary for each new employee.
Collective bargaining process:
Individual compensation discussions begin during the hiring process. They may then occur at
a variety of times, including following a job review, during the annual increase process, &
related to the performance assessment discussion
Harvard’s merit salary increase program:
Annual merit salary increase occurs near the end of the fiscal year, along with the formal
performance management process.
{Tamanna, ID: 142118766}

1.3.1 Summary of Research area of Massachusetts Institute of
Technology (MIT)
Benefits
MIT offers all the benefits for eligible employees that you’d expect from a large
organization, such as generous vacation, health insurance, retirement programs, and

22 | P a g e

tuition assistance. But that’s just the start -- please explore this chart to detail more
about benefits for employee and employee family. We’ve got you covered.

BENFITS
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Health&ifBns
AdoptinSur
Health,Dn&VisoBf

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{Nomrota, ID: 1421646660}

Perks
MIT benefits are not just your average benefits. They offer professional and personal growth
that goes well beyond the norm. As a member of the MIT community, you are eligible for
discounts on MBTA passes, event tickets, eyeglasses, home and auto insurance, and much
more. The campus offers state-of-the-art athletic facilities, great places to eat and socialize,
and a busy calendar of cultural events. We have a robust rewards and recognition program
and comprehensive work-life resources. Add the international student body, world-renowned
faculty and lecturers, numerous diversity and inclusion initiatives, and the opportunities are
limitless.

23 | P a g e

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{Nomrota, ID:
1421646660}

Apps

24 | P a g e

SC
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{Nomrota, ID: 1421646660}

Your first Month


Welcome new employee



Introduce him or her to others in the work group. If possible, gather your work group
together for an informal coffee or lunch; keep it small-scale so the employee feels
welcomed but not overwhelmed.



Tour the work area: Restroom, Coat area, Refrigerator, microwave, cafeteria,
etc.,Copy machine, Fax machine, Emergency exits



Give the employee an office key or access card.



Review the employee's I-9 eligibility documents and complete the I-9 form.



Remind the employee about the date and time of their new employee orientation.



Spend some "quality time “with the new employee and review:

25 | P a g e



Provide some basic training on:
o Logging on to office computer systems, including getting a Kerberos identity,
system password(s) and MIT personal certificate
o Voice mail
o E-Mail
o Atlas Time Entry (for Support and Service Staff)



Allow the employee a chance to spend time in his or her own work space



Allow the employee and his or her peers to have time to chat and visit with each
other.



Check in with the employee before he or she leaves to see how the day went.



Have an open door to the employee for questions and concerns.
{Nomrota, ID: 1421646660}

Performance Review
A Successful Performance Review Conversation of MIT requires


Careful planning by manager and employee



Constructive communication



Collaborative attitude



Openness to giving and receiving feedback



Commitment to "continuous improvement"

26 | P a g e



High level of accountability—good follow-through on commitments made
during conversation



Openness to redefining or readjusting goals as needed (for the department
and/or for the employee)
{Alam, 1520003690, Edited by: Nomrota, ID:

1421646660}

Goal setting
Performance Goals


Are short-term objectives set for specific work in the employee's current position



Relate to the department's overall goals



Include clearly defined expectations for success

Development Goals


Tie to anticipated needs in the employee's current position and/or



Focus on opportunities outside the current role and/or



Look at the organization's anticipated needs and/or



Focus on the employee's strengths, talents, and interests separately from the current
position.
{Alam, 1520003690, Edited by: Nomrota, ID: 1421646660}

SMART
Using the SMART acronym can help ensure that managers and employees share the same
understanding of goals set during performance review conversations.

27 | P a g e

Specific
At a specific time solicit updates from a specific group of people, and at a specific time revise
the web page.
Measurable
Were updates solicited on schedule? Was the web page updated on schedule? These are both
yes or no questions.
Achievable
This requires some conversation—is the updates too frequent? What should the employee do
if managers fail to respond? What other time-sensitive work is this employee responsible for?
With conversation, it should be possible to set a shared, achievable standard for updating the
department's web page.
Relavant
The goal needs to tie into the employee's key responsibilities and be relevant to the mission
of the department.
TimeBound
This sample goal does not end with a particular action or event but carries forward until the
employee's next review, or until it is changed for other reasons. Some goals might be timebound by setting a deadline for the project or task to be completed.
{ Alam, 1520003690, Edited by: Nomrota, ID: 1421646660}

Manager’s performance development toolkit



Frequent Conversations Prepare Managers and Employees for the Annual Review



Midyear conversations present opportunities to assess progress toward goals and to make

28 | P a g e

midyear corrections. Learn more about preparing and conducting the review
conversation.


Keep Job/Position Descriptions Up-to-Date



Job/position descriptions should be reviewed annually to reflect the frequent change in
responsibilities and duties in MIT's positions.



Document the Conversations



A written performance review form or memo is important because it documents a shared
understanding of past performance and provides a record of expectations for the work
going forward.



Create a Reciprocal Process.



Frequent conversations about performance create a reciprocal process and an atmosphere
of shared responsibility for the work.



Managers and employees who do meet regularly to discuss performance goals report that
the annual review conversation becomes a summary—a low-stress "non-event" that is
just part of an ongoing cycle.



Start with a Self-Appraisal. Individual managers can also ensure that every employee
receives an annual review and that the review process is based on a self-appraisal
form completed by the employee.



Consider Multi-rater Feedback
{ Alam, 1520003690, Edited by: Nomrota, ID: 1421646660}

1.3.2

Performance Appraisal Model of MIT

29 | P a g e

Performance development is a broad term that includes performance management and
employee development. It describes both managing/assessing the work that needs to be done
and providing opportunities for professional growth and development.There are tremendous
benefits to managers, employees, and organizations that invest time and thought into
performance development practices. When done consistently and well, these practices result
in better performance on the individual and organizational levels, higher satisfaction and
morale among staff, retention of strong performers, and an effective means for correcting.
{Nomrota, ID: 1421646660}
1.3.3

Compensation System Model of MIT

The Administrative Staff salary classification structure is broad in that it blends measures of
internal and external market equity. The Compensation Office suggests that, where
appropriate, job postings contain a hiring range.

30 | P a g e

Hiring Ranges:The hiring range should be based on what has been budgeted for the job,
what others in similar jobs within the department and across the Institute are being paid, and
what the market is paying for similar jobs.
Administrative Staff Salary Ranges
Level
1
2
3
4
5
6

Level Code
N
O
P
Q
R
S

Level Min
$48,600
$53,000
$58,500
$66,200
$82,800
$121,500

Level Max
$85,300
$96,900
$112,600
$148,900
$211,900
$265,000

Support Staff Salary Structure
The Support Staff salary structure consists of five salary ranges (grades 2 through 6).
Starting salaries for employees are typically determined by referring to the salary range
assigned to the position being filled, the individual's job-related experience, knowledge and
skills, current pay, and the salaries of other employees performing the same or similar job
functions.
Support Staff Salary Ranges (Non-Exempt - Hourly)
Grade
2
3
4
5
6

Minimum
$15.09
$15.53
$16.73
$19.08
$21.82

Midpoint
$18.16
$19.81
$22.37
$25.39
$28.36

Maximum
$21.22
$24.09
$28.00
$31.70
$34.91
{Nomrota, ID:

1421646660}

1.4.1

Summary of Research area of The World Bank

Benefits

31 | P a g e

P
IB
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ls
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a
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o
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Insurance

 Medical
 Medical Insurance plan for HQ staff
 Obtain Insurance for a short term consultant/temporary in USA
 Medical insurance plan for HQ retirees
 Medical Benefits for Country Office Staff
 Medical Benefits plan for Country Office Retirees
 Find a Doctor
 Sponsored Medical Insurance plan for a parent or Parent-in-law-enroll

 Long Term Care
 Long Term Care Insurance for HQ Staff
 Life Insurance
 Retiree Life Insurance(HQ/CO)
 Basic and Optional Life Insurance
 Accidental Death Insurance
 Accidental Death Insurance for short term consultants & temporaries
 Accidental Death & Dismemberment Insurance for Regular, Open, Term,
ED,ETC/ETT Appointments
32 | P a g e

 Visitor Insurance
 Get an insurance for seminar participants or visitors to USA
Offer & Benefits Calculator
 offer calculator
Pension
 Gross plan(participation on or before April 14,1998)
 Net plan(participation on or after April 15,1998)
{Tamanna, ID: 1421187660}

Diversity
While conducting a study of the diversity and inclusiveness of the World Bank Group’s
workforce, an organizational review of external best practices found that the institution
should explore new ways to become more diverse and could benefit from an outside
perspective. The World Bank Group, in selecting members of an External Advisory Panel,
sought leaders who had demonstrated success in both diversity and inclusion in the
workplace.
{Tamanna, ID: 1421187660}

Health Service
Health Service Department (HSD) promotes good health for staff and families of the World
Bank Group by offering health services and health promotion programs for staff at
headquarters and around the world. Many of HSD's programs are available to Retired Staff,
as well as Spouses and Registered Domestic Partners of active staff. At Headquarters, these
include various Health Promotion Programs.
{Tamanna, ID: 1421187660}

Staff Manual (Compensation only)
1. SALARY SCALES
 General
World Bank Group staff members are paid a salary net of taxes except as otherwise
provided in a letter of appointment.

33 | P a g e



Grades GA through GI
Midpoints for Grades GA through GI will be established by the World Bank Group

through reference to pay practices of selected comparator organizations in the local labor
market composed of public and private sector organizations.


Grades GJ and GK
The Midpoints for Grades GJ and GK are adjusted by the Consumer Price Index

(CPI) movement for the
Washington, DC-Baltimore area from May of the previous calendar year to May of the
current year.


Salary Scale Minimum and Maximum
The minimum salary and maximum salary shall be equidistant from the Midpoint at

each grade.


International Competitiveness
The international competitiveness of the U.S. salary scale at grades GE through GH
will be analyzed every four years in comparison to a market comprised of comparator
organizations from member countries selected by the Bank Group, currently France
and Germany.
{Tamanna, ID: 1421187660}
1.4.2 Performance Appraisal Model of the World Bank

34 | P a g e

Analysis
A syste matic e xploration of the way things ar e & the way things should be.The differ ence is the pe rfo rma nce gap.

M easureme nt of how well the perfo rmance solution a chieved the objectives.

If the analysis identifies a per formance ga p,the Design phase will outline the performance objectives.
Design

This stage includes de livery of the per formance solution
Imple ment

Develop
Using the inform ation gathere d in the Analysis & Design phase , the perform anc e solution is created.

{Tamanna, ID: 1421187660}

1.4.3Compensation System Model of the World Bank

35 | P a g e

GR
S
D
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nd
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ANNUAL PAY INCREASES


Total Merit Increase

The Total Merit Increase will be determined annually as the total salary increase authorized
for distribution to staff through pay for performance increases. The Total Merit Increase
equals the sum of the Structure Adjustment,

PROMOTION INCREASES

36 | P a g e

Upon promotion to a higher grade pursuant to the provisions of Staff Rule, a staff member
will receive an increase equal to the greater of:
 3 to 12 percent of the Midpoint of the new grade, provided that the net salary after the
promotion increase does not exceed the maximum of the salary range for the new
grade; or
 The amount necessary to bring the net salary to the minimum of the new grade.
PERFORMANCE-BASED AWARD PROGRAM
The Bank may pay a non-pensionable performance-based award to staff members
(“Individual Performance Award”) within the Bank’s Finance Complex to measure, recognize
and reward achievements throughout the year.
RECRUITMENT BONUS
The Bank Group may pay a recruitment bonus if:
 a staff member is recruited outside of the Bank Group, and is appointed to a position
subject to international recruitment; and
 The manager responsible for the position determines, with the approval of the
responsible Vice President, & the Manager, Human Resources Team, that payment of
a recruitment bonus is necessary to attract a candidate with essential skills required by
the Bank Group.

GENERAL


Salary Calculation and Payment

Salaries will be calculated on a monthly basis. Payment will be made twice monthly of
approximately 50 percent of that salary plus allowances paid on a periodic basis and less
deduction will be calculated on the basis of actual working days and paid holidays falling
within the defined period.
{Tamanna, ID: 1421187660}

1.5.1 Summary of Research Area of NASA
37 | P a g e

Benefits


Challenging, Interesting Work – NASA provides challenging and interesting work
that do not create boringness among their employees. It is very productive in terms of
employee satisfactions.



Telecommuting - Most NASA installations offer programs that support
telecommuting to accommodate medical, family, commuter needs, or clean air
programs.



Flexible Work Schedules - NASA employees have a variety of different work
schedules that are available to them depending upon their duties, location, and
personal needs. Schedules include flextime, variable day (VDS), regular, and irregular
work tours.



Employee Assistance Program - Each NASA facility has an active Employee
Assistance Program that offers confidential evaluation, counseling, education, and
referral services to NASA employees and their families. These services are free of
charge.



Financial & Job Security – They provides financial security and Job security to all
of their employees so that their employees can perform tension free. NASA is famous
for it.



Family Friendly Workplace – Family friendly workplace is is a mandatory system
for all of their employees. Everyone is so cooperative at NASA so that a new comer
can easy fit themselves into work.



Great Work Environment - NASA provides state-of the-art facilities that provide a
safe, secure, and well maintained work environment. Employee works work alongside well-trained, experienced professionals.



Life-Long Learning- NASA is all about learning and education. As a NASA
employee, their expectation is that an employee will continue to learn and develop
throughout his/her career.

38 | P a g e



FEGLI Life Insurance - NASA employees may enroll in the government-wide
Federal Employees Group Life Insurance (FEGLI) Program. FEGLI provides a
variety of coverage and benefit amounts. NASA pays 1/3 of the cost of your basic
premium



NEBA Life & Travel Insurance - NASA employees may also enroll in the NASA
Employees Benefit Association (NEBA) Life & Travel Insurance Program. NEBA is
an employee operated not-for-profit association that offers a variety of coverage
including free child coverage--at very competitive rates.



Choice of Health Benefits Plan – NASA provides a choice from a variety of Health
Maintenance Organizations (HMO) or fee-for-service health plans. If a employee
enrolls then, NASA pays approximately 75% of your biweekly health benefit
premium.



Health Clinic - Most installations have onsite health clinics that provide preventive
care, limited immunizations, and health screening at no charge.



Incentive Awards Program - NASA has an active incentive awards program that
rewards and recognizes outstanding achievement, innovation, and performance.
Awards are both monetary and non-monetary (time-off, medals, and certificates).



Safety & Wellness Programs - As a NASA employee, not only will they be a key
player in their safety and wellness programs, employees are also be a major
beneficiary in that their processes, products, facilities, and workforce are all focused
on insuring that employees are safe, secure, and well cared for.



Social Security Coverage - If an employee earned at least 40 Social Security credits,
they will be entitled to social security benefits normally at age 62.



Medicare Coverage - As a Federal employee, they will be eligible for Medicare at
age 65.

39 | P a g e



Retirement Plan – Employees are will be enrolled in the Federal Employees
Retirement System (FERS). They will be eligible to receive retirement income from
three sources: a basic retirement plan, their Thrift Savings Plan, and Social Security.



Tuition Assistance - NASA will prepay employees tuition for college coursework
related to their job.



Reasonable Living Costs - Most NASA facilities are located in areas that are rated
below the national average for costs of living but are rated high for quality of life.



Competitive Internal Job Placement -When filling most positions, NASA considers
current employees first. If the position involves a possible promotion, they will
announce the job opportunity. Job Portability - If an employee on a career
appointment, his/her service credit, pay grade, sick leave, annual leave, and retirement
are transferable to other Federal government agencies



Federal Credit Union - As a NASA civil servant, employees are will be eligible for
membership in various Federal Credit unions. Branches are conveniently located near
most NASA installations or accessible on-line.



Recreation & Fitness Programs - Most NASA installations have recreation and
fitness facilities or arrangements with nearby providers. Many installations sponsor
athletic leagues, recreational and wellness classes, and special events that are also
open to family members.



Scholarship Programs for Dependents - NASA has both agency-wide and local
installation scholarship programs that are open to NASA dependents. Competitive
selections are made annually.



Free or Subsidized Parking: Commuting Assistance - If someone pays $100-$150
per month in parking or commuting costs like many workers in larger cities then they
will understand why this is one of our hidden benefits.

40 | P a g e



Cafeterias Onsite - Most NASA facilities have food service facilities conveniently
located within walking distance of their office or work area. Food service is offered
at very competitive prices.



Short Term Disability Protection – Employees of NASA receives 100% of pay and
benefits during the period covered by their accrued and advanced sick leave and
accrued and advanced annual leave and credit hours.

{Istiaq, 1321838060: Edited by:Tamanna, ID: 1421187660&Nomrota, ID: 1421646660}

Pay Includes


Competitive Salary - The pay levels or grades range from General Schedule (GS)-1

through GS-15. Entry level for college graduates with no experience range from GS-7
(for baccalaureate degrees) to GS-11 (for doctorate degrees).


Locality Pay - In addition to salary, every employee are receiving an additional
percentage of their pay that is intended to insure that their civil service pay is
competitive with that offered in the private sector. This pay is based upon average
local wage costs in the geographic areas in which our NASA facilities are located.



Pay Increases for Experience & Longevity - In addition to a competitive salary and
locality pay, employee receives "within grade" pay increases based upon time in their
pay grade and satisfactory job performance. These ten "steps" occur at 1, 2, and 3
year intervals.



Cost Of Living Pay Increases - Usually each year, Congress approves a small
percentage salary increase for most employees. This increase is generally intended to
insure that Federal salaries keep pace with inflation.

{Istiaq, 1321838060: Edited by:Tamanna, ID: 1421187660&Nomrota, ID: 1421646660}

Leave Program Includes
41 | P a g e



Sick Leave – NASA provides 4 hours of sick leave for each two week pay period.
Employees may accrue sick leave indefinitely throughout their career. They may also
be advanced up to 240 hours of sick leave in cases of serious illness. They also may
use up to 104 hours of their sick leave each year to care for sick family members.



Annual Leave – Each employee earns 13 days paid annual leave during your first 3
years of Federal service; 20 days of annual leave per year up to their 15th year of
service; and 26 days of annual leave per year after their 15th year of service. They
may also carry over up to 30 days of unused annual leave each year.



Holidays - As a Federal employee, NASA employees receive 10 paid Federal holidays

per year. Federal Holidays of 2015 are -



Military Leave - NASA is supportive of your participation in the U.S. military as a

reservist or member of the National Guard. Employees may receive 15 or more days
paid military leave each year for periods of active military duty.


Leave for Jury Duty - If called to jury duty, they will be given additional paid leave

without having to use their own annual leave.


Travel Agency Onsite - Most NASA facilities have an onsite travel agency that, in

addition to arranging government travel, also provides personal travel assistance.
{Istiaq, 1321838060: Edited by:Tamanna, ID: 1421187660&Nomrota, ID: 1421646660}

42 | P a g e

1.5.2 Performance Appraisal model of NASA

Meas
urem
ent

Set
tin
g

Fee
dba
ck

Amendments to
objectives and
activities

Rewards
(based on
outcomes)

{Istiaq, 1321838060}

1.5.3 Compensation system model with diagram about NASA

People Working
Civil Service Position
in Jobs

43 | P a g e

Typical Entry Level Pay

44 | P a g e

Astronauts

$60,743 -$71,780

Administrative
Professionals

$25,501 - $31,195 +
Locality Pay

Attorneys

$37,744 - $74, 773 +
Locality Pay

Engineers & Scientists

$33,151 - $44,034 +
Locality Pay

Medical Doctors

$68,137 - $84,741 +
Locality Pay

Pilots
(Not including Astronauts)

$31,195 - $74,773 +
Locality Pay

Secretaries/Clerks

$16,392 - $20,588 +
Locality Pay

Senior Management

$102,300 + Locality Pay

Student & Developmental
Programs

$15,023 - $18,401 +
Locality Pay

Technicians
$25,501 - $37, 744 +
(Includes Safety, Quality,
Locality Pay
Aircraft, Engineering, etc.)

{Istiaq, 1321838060}

1.6.1 Summary of Research Area of United Nation (UN)
Performance Management
The granting of salary increments is subject to the satisfactory performance
and conduct of staff members as evaluated by their supervisors, unless
otherwise decided by the Secretary-General in any particular case. The
decision to award or withhold a salary increment on the basis of
performance shall be made by the second reporting officer, based on the

45 | P a g e

rating awarded by the first reporting officer as reflected in the e-PAS or eperformance document.
The following ratings, shall justify a determination that awarding a salary
increment is warranted:
• Exceeds performance expectations.
• Successfully meets performance expectations.
The following ratings as specified in section above shall justify a
determination that awarding a salary increment is not warranted:
• Partially meets performance expectations.
• Does not meet performance expectations.
{Istiaq, 1321838060: Edited by: Nomrota, ID: 1421646660}

Create a Harmonious Workplace
 Managing effectively in the diverse UN work environment
When we think of the "diversity" concept in a workplace, we often think of crosscultural differences first. While these are important, and especially prevalent in the
UN environment, attention to diversity also means considering the perspectives that
come from different genders, races, religions, sexual orientations and mental/physical
difficulties.

 Conflict Prevention and Resolution
We work in a large organization with a staff diverse in culture and function, dispersed
over many countries across the globe. It is to be expected that some tensions will exist
at times and disagreements will occur. Keeping our goal uppermost – a harmonious
workplace – managers must act for prevention and quick resolution.
 Commitment to the UN: Fostering the sense of honor to serve
Keep staff grounded in the larger mission of the UN as well as its many
accomplishments by encouraging them to know what is going on in the present as
well as the highlights of the 70 years of UN history.
 Motivating and inspiring staff

46 | P a g e

One of the most important things to remember as a manager is that the things you say
and do affect others directly. Think carefully about the effect you want to have, and
guide your behavior accordingly. It’s true that individuals make their own choices
about how much they will invest themselves in their job, but as a manager, you have
daily influence over those decisions. Use it wisely and in a motivating way.
 Staff Well-being
Staff members serve in many types of work settings and at time encounter situations
that challenge emotional and physical well-being, in addition to the stresses of
personal and family life. As a manager, be aware of what is available to respond to
these needs and challenges.
{Istiaq, 1321838060: Edited by: Nomrota, ID: 1421646660}

47 | P a g e

tw
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1.6.2 Performance Appraisal Model of UN

{Istiaq, 1321838060}

1.6.3 Compensation system model of UN
48 | P a g e

Compensation is determined by comparing the net salaries paid by the United Nations with the aftertax salaries of comparable staff employed by selected employers in the locality where duty stations
are located.

a) Base salary
The base salary, which is determined by the grade of the post specified in the job opening and
by the existence of any dependents, is the same throughout the United Nations system.
Annual net base salary ranges approximately in US$:
37,000 - 80,000

for entry level professionals (P1 - P3)

67,000 - 106,000

for mid-career professionals (P4 - P5)

95,000 - 123,000

for senior level professionals (D1 - D2)

Tax exemption
Salaries, grants and allowances paid by the United Nations are normally exempt from income
tax.
b) Post adjustment
The base salary is supplemented by a post adjustment which varies according to the cost of
living in the duty station and the exchange rate of the United States dollar. The post
adjustment, set by the United Nations as a percentage of the base salary, ensures that all staff
members at the same salary level have a similar purchasing power in every duty station by
compensating for the differences in cost of living while taking currency fluctuations into
account.For example if your annual base salary is US$ 64,000 and the post adjustment
multiplier for your duty station is 65.7%, your salary will be calculated based on the
following: Post adjustment per year:

Total annual salary:

49 | P a g e

US$ 64,000 x 0.657 = US$ 42,048

64,000

{Istiaq, 1321838060}

2.1.1 Recommendation for OPM
1. Promote communication and information-sharing. The HR will work with
stakeholder agencies – providers and customers – to share information about HRIT
portfolios and plans, facilitating the kind of information-sharing that will lead to
resource sharing.
2. Establish the HR Innovation Center. It will also provide for a sandbox environment
that allows for demonstrating and accessing the HR applications that may be shared.
3. Perform an HRIT current state analysis. The HR LOB will leverage the results of
the HRIT inventory effort that took place during 4QFY2011 to analyze existing
portfolios for resource sharing opportunities.
4. Develop a transition plan. The realization of this framework will involve numerous
activities – many of which have dependencies and/or must be coordinated with other
activities – and it will involve effort on the part of many people – at the provider
level, at the customer level, at the policy level.
2.1.2 Recommendation for Harvard University:
1. Harvard University should invest more on international student education by
2.
3.
4.
5.

providing scholarship
They should more concentrate on the Health issue of the students
They should provide more facilities for students’ place of living
They should diversify the subjects and add new and life oriented subjects
They should increase faculties and increase the number of students

50 | P a g e

2.1.3 Recommendation for MIT
1. Create legislation that will grant HR Shared Service: Centers the authority to
establish no-year Franchise Funds. This will allow providers to retain a portion of the
fees that they collect from customer charges and apply them to development,
modernization, and enhancements.
2. Encourage HR to maximize resource sharing and consolidation of services.
Identify synergies and opportunities for partnering among providers, including
sharing infrastructure, platform, and application resources..
3. Consider consolidating HR applications and going further to consolidate MIT, where
it makes sense. IT consolidation will result in fewer systems to modernize,
significantly reducing the cost of modernization.
4. Serve as a knowledge center, helping to fill knowledge gaps and providing counseling
on OMB’s prescribed path and practices for achieving more flexible models.
5. Accumulate lessons learned and make them available to HRIT projects and to OMB
for more widespread application.

2.1.3 Recommendation for World Bank:
1. World Bank should work on the development program in underdeveloped
countries
2. .It should work for the underprivileged children education
3. They should bring new projects to increase the standard of living
4. They should concentrate on development rather than economic benefit.

2.1.4 Recommendation for NASA
1.
2.
3.
4.
5.

The Department of HR should work with stakeholder agencies
Employee and labor relation must be strong
Develop a proper compensation plan for long term
Evaluate performance basis bonus and other stuff
Enabling Negotiations

2.1.5 Recommendation for UN
1.
2.
3.
4.
5.

Safety first issues to be noted seriously
Mission compensation should be added
Injury payment should be done as long as the employee is not fit
Female should be treated like make worker
Retirement pension plan has to be increased
{E-LEMON}

51 | P a g e

3.0.0 Conclusion
All of these six organizations provide an exclusive compensation and benefit program to their
employees. Employees are fairly treated as per their ability to work, performance and
experience. Equal employment opportunity practiced through a well-designed job
description. Focused career planning discussions between employee and manager help to
define career options and encourage appropriate learning and development opportunities that
will support next steps.The recent labor market demographics, trends in the employment of
workers, and challenges and concerns employers have raised regarding the diversified
workforce. It also looks at the limited extent to which employers have undertaken
preparations for responding to the diversified workforce.The results of this research point to
several areas in need of further investigation.
{E-LEMON}

4.1.1 References
1.
2.
3. www.opm.gov
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4. www.hr.harvard.edu
5. http://web.mit.edu
6. www.worldbank.org
7. http://nasapeople.nasa.org
8. http://hr.un.org/
9. www.google.com

5.0.0 Appendix

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