Fourie, WBarry, ML2011-08-102011-08-102011-06Fourie, W, and Barry, M-L. 2011. Competency based career ladders for project managers in a large research & development organisation. IRNOP2011 Research Conference, University of Quebec, Montréal, Canada, 19-22 June 2011, pp. 30http://www.irnop2011.uqam.ca/resumeprogramme?Id=393http://hdl.handle.net/10204/5125IRNOP2011 Research Conference, University of Quebec, Montréal, Canada, 19-22 June 2011Implementation of a fair compensation policy for employees in a large organisation necessitates the categorisation of all employees into pay bands or levels. The authors conducted a qualitative multiple-case study of various operating units within the same organisation employing multiple sources of evidence to determine an optimal way of recognising and rewarding the career growth of project managers. Employee loyalty and career decisions are influenced by motivational theory, the need for career growth, career growth assessments, organisational culture, and organisational structure within the context of a knowledge worker R&D environment. A key research finding was that the organisation should resist generalisation or standardisation of career ladder instruments across various fields and that specialisation is required to adequately differentiate between pay-grade levels of employees. Career ladder instruments for project managers, scientist and engineers require different competency metrics and different scales are required to determine market related salaries across various application areas.enProject managementJob assessmentsCareer growthCareer ladderIRNOP 2011Conference PresentationFourie, W., & Barry, M. (2011). Competency based career ladders for project managers in a large research & development organisation. http://hdl.handle.net/10204/5125Fourie, W, and ML Barry. "Competency based career ladders for project managers in a large research & development organisation." (2011): http://hdl.handle.net/10204/5125Fourie W, Barry M, Competency based career ladders for project managers in a large research & development organisation; 2011. http://hdl.handle.net/10204/5125 .TY - Conference Presentation AU - Fourie, W AU - Barry, ML AB - Implementation of a fair compensation policy for employees in a large organisation necessitates the categorisation of all employees into pay bands or levels. The authors conducted a qualitative multiple-case study of various operating units within the same organisation employing multiple sources of evidence to determine an optimal way of recognising and rewarding the career growth of project managers. Employee loyalty and career decisions are influenced by motivational theory, the need for career growth, career growth assessments, organisational culture, and organisational structure within the context of a knowledge worker R&D environment. A key research finding was that the organisation should resist generalisation or standardisation of career ladder instruments across various fields and that specialisation is required to adequately differentiate between pay-grade levels of employees. Career ladder instruments for project managers, scientist and engineers require different competency metrics and different scales are required to determine market related salaries across various application areas. DA - 2011-06 DB - ResearchSpace DP - CSIR KW - Project management KW - Job assessments KW - Career growth KW - Career ladder KW - IRNOP 2011 LK - https://researchspace.csir.co.za PY - 2011 T1 - Competency based career ladders for project managers in a large research & development organisation TI - Competency based career ladders for project managers in a large research & development organisation UR - http://hdl.handle.net/10204/5125 ER -