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Human Resource Management of Rayovac

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Human Resource Management of Rayovac
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Netra Shetty
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Human Resource Management of Rayovac - January 27th, 2011

Rayovac (known as Ray-O-Vac until 1988) is a brand of batteries owned by Spectrum Brands of Madison, Wisconsin, United States.


Promotions and Transfers

Vacancies are often filled by internal promotion. The university's philosophy is that good job performance should lead to better opportunity for individual employees. The normal avenue of promotion will be within the department where you work. You may prepare for promotion through excellent performance of your present job and by demonstrating you are capable of assuming added responsibilities or extra study in your chosen field.

To advise you of opportunities for promotion or advancement, job vacancies on each campus are announced by means of bulletin board and online postings. Transfers and promotions require coordination between department heads and approval by Human Resource Services. Transfers may be made among departments and campuses without loss of benefits, accumulated vacation, sick leave or personal days. An employee must have successfully completed the six-month probationary period and be in good standing in order to be eligible for transfer.

You are free at any time to inquire, through Human Resource Services, about vacancies on your campus and to advise Human Resource Services of other positions in which you have an interest. (HR 207–209) See also probationary period. (HR 109, HR 112)

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Resignations and Terminations

Employees who separate from the university, except in the case of retirement or layoff, will be removed from the payroll on the last day of actual work. Compensation for vacation time will be included in the final paycheck.

Employees terminating their employment must give at least two weeks' advance notice in order to resign their positions in good standing. In turn, employees must be given two weeks' advance notice if being terminated because of circumstances for which they are not responsible, such as discontinuation of job, reorganization, etc.

Advance notice is not required when termination is a result of incidents which in and of themselves are so serious as to justify immediate summary discharge. It is also not required if there is a failure to meet punctuality or attendance standards, misconduct, abuse of privilege, violation of university policy or when progressive discipline has been followed. Upon termination, employees must return their keys, ID cards or badges, and other equipment or items issued to them to perform their job. (HR 118, 226, 601)

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Complaint and Grievance Procedure

When you have questions or problems related to your employment, you are encouraged to discuss such matters informally with your supervisor to obtain appropriate answers or advice. If you want further informal consideration, you should feel free to consult with your department head or with Human Resource Services regarding your problem. Experience shows that many potential misunderstandings can be cleared up in this manner. At this stage you may also wish to seek advice from Human Resource Services (general grievances).

If the informal discussion does not resolve the matter to your satisfaction, the university grievance procedure may be utilized if you have completed your probationary period or if the issue involved is one of prohibited discrimination including sexual harassment or of application or interpretation of the university's human resources policies and procedures. If you wish to pursue a formal grievance, you must submit the unresolved issues in writing to your immediate supervisor, department head or designated representative within 10 days of the date the grievable matter occurred. On the following page, you will find a diagram that outlines the various steps in the grievance procedure.

Voluntary Demotions:

assign set percentage of decrease for all voluntary demotions
reduce all incumbents’ salaries to pay band minimum
allow for variable decreases determined by management based on pay
determination factors
no change in salary for voluntary demotions
determine agency option of freezing salary above maximum for 6 months

Temporary Pay (different Role in higher pay band):

assign set percentage (0% to 15% maximum) for all temporary pay situations
(e.g. incumbents would receive 3%, 5%, 8%, etc.)
allow for variable increases determined by management based on pay
determination factors
___% without Human Resource approval and ___% to 15% with Human
Resource approval
establish time period for receiving temporary pay
determine how extension request will be handled and approved

Temporary Pay (different Role in same pay band):

assign set percentage (0% to 10% maximum) for all temporary pay situations
(e.g. incumbents would receive 3%, 5%, 8%, etc.)
allow for variable increases determined by management based on pay
determination factors
___% without Human Resource approval and ___% to 10% with Human
Resource approval
establish time period for receiving temporary pay
determine how extension request will be handled and approved

Role Change (Upward or Lateral):

assign set percentage (0% to 10% maximum) for all Upward or Lateral Role
Changes (e.g. incumbents would receive 3%, 5%, 8%, etc.)
allow for variable increases determined by management based on pay
determination factors
___% without Human Resource approval and ___% to 10% with Human
Resource approval
no change in pay for Lateral Role changes
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Re: Human Resource Management of Rayovac
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James Cord
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Re: Human Resource Management of Rayovac - March 28th, 2016

Quote:
Originally Posted by netrashetty View Post
Rayovac (known as Ray-O-Vac until 1988) is a brand of batteries owned by Spectrum Brands of Madison, Wisconsin, United States.


Promotions and Transfers

Vacancies are often filled by internal promotion. The university's philosophy is that good job performance should lead to better opportunity for individual employees. The normal avenue of promotion will be within the department where you work. You may prepare for promotion through excellent performance of your present job and by demonstrating you are capable of assuming added responsibilities or extra study in your chosen field.

To advise you of opportunities for promotion or advancement, job vacancies on each campus are announced by means of bulletin board and online postings. Transfers and promotions require coordination between department heads and approval by Human Resource Services. Transfers may be made among departments and campuses without loss of benefits, accumulated vacation, sick leave or personal days. An employee must have successfully completed the six-month probationary period and be in good standing in order to be eligible for transfer.

You are free at any time to inquire, through Human Resource Services, about vacancies on your campus and to advise Human Resource Services of other positions in which you have an interest. (HR 207209) See also probationary period. (HR 109, HR 112)

back to top
Resignations and Terminations

Employees who separate from the university, except in the case of retirement or layoff, will be removed from the payroll on the last day of actual work. Compensation for vacation time will be included in the final paycheck.

Employees terminating their employment must give at least two weeks' advance notice in order to resign their positions in good standing. In turn, employees must be given two weeks' advance notice if being terminated because of circumstances for which they are not responsible, such as discontinuation of job, reorganization, etc.

Advance notice is not required when termination is a result of incidents which in and of themselves are so serious as to justify immediate summary discharge. It is also not required if there is a failure to meet punctuality or attendance standards, misconduct, abuse of privilege, violation of university policy or when progressive discipline has been followed. Upon termination, employees must return their keys, ID cards or badges, and other equipment or items issued to them to perform their job. (HR 118, 226, 601)

back to top
Complaint and Grievance Procedure

When you have questions or problems related to your employment, you are encouraged to discuss such matters informally with your supervisor to obtain appropriate answers or advice. If you want further informal consideration, you should feel free to consult with your department head or with Human Resource Services regarding your problem. Experience shows that many potential misunderstandings can be cleared up in this manner. At this stage you may also wish to seek advice from Human Resource Services (general grievances).

If the informal discussion does not resolve the matter to your satisfaction, the university grievance procedure may be utilized if you have completed your probationary period or if the issue involved is one of prohibited discrimination including sexual harassment or of application or interpretation of the university's human resources policies and procedures. If you wish to pursue a formal grievance, you must submit the unresolved issues in writing to your immediate supervisor, department head or designated representative within 10 days of the date the grievable matter occurred. On the following page, you will find a diagram that outlines the various steps in the grievance procedure.

Voluntary Demotions:

assign set percentage of decrease for all voluntary demotions
reduce all incumbents salaries to pay band minimum
allow for variable decreases determined by management based on pay
determination factors
no change in salary for voluntary demotions
determine agency option of freezing salary above maximum for 6 months

Temporary Pay (different Role in higher pay band):

assign set percentage (0% to 15% maximum) for all temporary pay situations
(e.g. incumbents would receive 3%, 5%, 8%, etc.)
allow for variable increases determined by management based on pay
determination factors
___% without Human Resource approval and ___% to 15% with Human
Resource approval
establish time period for receiving temporary pay
determine how extension request will be handled and approved

Temporary Pay (different Role in same pay band):

assign set percentage (0% to 10% maximum) for all temporary pay situations
(e.g. incumbents would receive 3%, 5%, 8%, etc.)
allow for variable increases determined by management based on pay
determination factors
___% without Human Resource approval and ___% to 10% with Human
Resource approval
establish time period for receiving temporary pay
determine how extension request will be handled and approved

Role Change (Upward or Lateral):

assign set percentage (0% to 10% maximum) for all Upward or Lateral Role
Changes (e.g. incumbents would receive 3%, 5%, 8%, etc.)
allow for variable increases determined by management based on pay
determination factors
___% without Human Resource approval and ___% to 10% with Human
Resource approval
no change in pay for Lateral Role changes
hey buddy,

Please check attachment for Technical Products - Rayovac, so please download and check it.
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