netrashetty
Netra Shetty
PC Power and Cooling is a California-based company that manufactures computer power supplies. PC Power and Cooling was founded in 1985 and based in Carlsbad, California. On May 25, 2007, the company was acquired by OCZ Technology.
PC Power & Cooling has been in the power management business for over 23 years and was founded by Doug Dodson who later served as the CTO of Power Management for OCZ Technology's entire power management division post acquisition. The company was responsible for many innovations including the first CPU cooler, the first PC heat alarm, the first independently-regulated PC power supply, the first redundant power system, the first NVIDIA SLI Certified supply, the first 1000W computer power supply and the first - and still only company - to offer an individual certified test report with each power supply sold.
PC Power & Cooling currently sells premium power management solutions in both the consumer and enterprise/oem channels. The company has the ability to customize PSU's locally for U.S. based OEM customers in their Carlsbad facility.
The Compensation Management System pay practices are designed to
provide agency management with additional alternatives to reward and
recognize the Commonwealth’s workforce (see also Chapter 12, Employee
Recognition). If used effectively, the pay practices support agencies’ efforts in
achieving their missions and organizational goals. In addition, the
responsibility for effectively administering employee compensation shifts to the
management of the individual agencies. This shift in responsibility will require
agencies to develop an Agency Salary Administration Plan that outlines their
implementation strategies for the Compensation Management System (see
Appendix A, Agency Salary Administration Plan Guidelines and Agency
Compensation Reform Transition Planning Checklist). Agencies may develop,
and document in their Agency Salary Administration plan, additional
compensation policies to guide salary administration processes and decisions
within the agency.
The pay practices outlined in this Chapter provide agency management
greater flexibility as well as a higher degree of accountability for justifying their
salary decisions. The expectation is that managers will be accountable for their
compensation decisions based on their agency and organizational needs, their
budgets, compliance with Equal Employment Opportunity regulations and an
overall understanding and demonstration of stewardship in the expenditure of
public funds.
PAY FACTORS
The pay practices outlined in this section are designed to allow variable
salary adjustments. In order for the pay practices to be implemented
effectively, it is important to emphasize that the range of percentage
increases is to be used rather than the highest percentage when making salary
determinations. There are situations where the negotiated salary is less than the
candidate’s current or most recent salary. Agencies must proportion and
allocate their salary dollars in meaningful ways based on agency missions and
business necessity. In determining salaries, agency management must take the
following pay factors into consideration. These factors will be the basis for
determining all pay decisions.
Job Based Factors
• AGENCY BUSINESS NEED: The specific activities and organizational,
financial, and human resource requirements that are directly derived from
2
the agency’s mission. For example, changes in an employee’s duties,
abilities, etc. should be relevant to agency business need in order to be
compensable.
• DUTIES AND RESPONSIBILITIES: The primary and essential work
functions performed by an employee or group of employees. Variation in
these duties and responsibilities help distinguish one employee from another
for comparison purposes.
Employee Based Factors
• PERFORMANCE: The candidate’s or incumbent’s previous and/or
current work accomplishments or outcomes and behavioral interactions that
are typically assessed in written, verbal or observational forms. NOTE: All
management-initiated salary increases are based on employees meeting an
acceptable performance level (rated as “contributor” or higher).
• WORK EXPERIENCE AND EDUCATION: The candidate or
incumbent’s relevant employment history and academic qualifications. Work
experience is the employment history of an individual, and typically includes
the titles of jobs held and a corresponding description of the duties,
responsibilities and tasks performed. Education is academic credentials
obtained and is usually listed as high school diploma, associate degree,
bachelor’s degree or specific advanced degree.
• KNOWLEDGE, SKILLS, ABILITIES AND COMPETENCIES:
Elements commonly listed for job requirements, hiring qualifications or
employee credentials. Knowledge refers to acquired principles and practices
related to a particular job (e.g. principles of nuclear physics or accounting).
Skills refer to acquired psychomotor behaviors (e.g. operations of forklift or
personal computer). Abilities are the talents, observable behaviors or
acquired dexterity (e.g. capacity to lift 200 pounds). Competencies are the
knowledge, skills and underlying behaviors that correlate with successful job
performance (see Appendices F and G, Competency Based and Skill Based
Systems).
• TRAINING, CERTIFICATION AND LICENSE: Job requirements or
employee qualifications that are relevant or highly desirable for a particular
job. Training refers to a specialized course of instruction outside the realm
of recognized academic degree programs (e.g. in-service training, etc.).
3
Certification refers to a specialized course of study resulting in a certificate
upon successful completion (e.g. Cardiopulmonary Resuscitation, Certified
Professional Accountant, Emergency Medical Technician, etc.). A license is
a credential that is required by law to practice one’s occupation (e.g.
Registered Nurse, Pharmacist, Physician, etc.).
• INTERNAL SALARY ALIGNMENT: A fairness criterion that takes
into consideration the proximity of one employee’s salary to the salaries of
others who have comparable levels of training and experience; similar duties
and responsibilities; each employee’s performance; and similar knowledge,
skills, abilities and competencies. Internal salary alignment is determined by
the examination of an employee’s salary in relation to comparable co-
workers.
• CURRENT SALARY: The candidate’s or incumbent’s present base pay
compensation, which may be reported as an hourly wage, weekly, semi-
monthly, monthly or annual salary. Does not include shift differentials,
benefits, overtime, incentive premiums, bonuses, commissions or other
similar non-base-pay compensation.
The current practices in Johnson and Johnson’s in Pakistan are almost same as the other companies operating here. It is not more than the typical consumer goods providers. They have though some very great image in the market but the internal condition regarding the HR department is not to that extent that one can think.
The current practices mainly emphasize on the very common and usual formalities regarding recruiting and other HR practices. It should not be like that, the company should realize the importance of some new and efficient ways of doing their routine tasks regarding HR. There are many examples of technology along with HR practices as we mentioned earlier that there are many companies using software’s and other tools to make their recruiting effort more easy, economical and efficient.
The other side of their current practices are like, the HR department seems very bound to the higher management which is very same as other local companies referred as typical SEETH organization where the owner is the only person to deal with all concerns of the business. He is the only person to take decisions regarding any thing in the business no matter it is about staffing or budgeting.
PC Power & Cooling has been in the power management business for over 23 years and was founded by Doug Dodson who later served as the CTO of Power Management for OCZ Technology's entire power management division post acquisition. The company was responsible for many innovations including the first CPU cooler, the first PC heat alarm, the first independently-regulated PC power supply, the first redundant power system, the first NVIDIA SLI Certified supply, the first 1000W computer power supply and the first - and still only company - to offer an individual certified test report with each power supply sold.
PC Power & Cooling currently sells premium power management solutions in both the consumer and enterprise/oem channels. The company has the ability to customize PSU's locally for U.S. based OEM customers in their Carlsbad facility.
The Compensation Management System pay practices are designed to
provide agency management with additional alternatives to reward and
recognize the Commonwealth’s workforce (see also Chapter 12, Employee
Recognition). If used effectively, the pay practices support agencies’ efforts in
achieving their missions and organizational goals. In addition, the
responsibility for effectively administering employee compensation shifts to the
management of the individual agencies. This shift in responsibility will require
agencies to develop an Agency Salary Administration Plan that outlines their
implementation strategies for the Compensation Management System (see
Appendix A, Agency Salary Administration Plan Guidelines and Agency
Compensation Reform Transition Planning Checklist). Agencies may develop,
and document in their Agency Salary Administration plan, additional
compensation policies to guide salary administration processes and decisions
within the agency.
The pay practices outlined in this Chapter provide agency management
greater flexibility as well as a higher degree of accountability for justifying their
salary decisions. The expectation is that managers will be accountable for their
compensation decisions based on their agency and organizational needs, their
budgets, compliance with Equal Employment Opportunity regulations and an
overall understanding and demonstration of stewardship in the expenditure of
public funds.
PAY FACTORS
The pay practices outlined in this section are designed to allow variable
salary adjustments. In order for the pay practices to be implemented
effectively, it is important to emphasize that the range of percentage
increases is to be used rather than the highest percentage when making salary
determinations. There are situations where the negotiated salary is less than the
candidate’s current or most recent salary. Agencies must proportion and
allocate their salary dollars in meaningful ways based on agency missions and
business necessity. In determining salaries, agency management must take the
following pay factors into consideration. These factors will be the basis for
determining all pay decisions.
Job Based Factors
• AGENCY BUSINESS NEED: The specific activities and organizational,
financial, and human resource requirements that are directly derived from
2
the agency’s mission. For example, changes in an employee’s duties,
abilities, etc. should be relevant to agency business need in order to be
compensable.
• DUTIES AND RESPONSIBILITIES: The primary and essential work
functions performed by an employee or group of employees. Variation in
these duties and responsibilities help distinguish one employee from another
for comparison purposes.
Employee Based Factors
• PERFORMANCE: The candidate’s or incumbent’s previous and/or
current work accomplishments or outcomes and behavioral interactions that
are typically assessed in written, verbal or observational forms. NOTE: All
management-initiated salary increases are based on employees meeting an
acceptable performance level (rated as “contributor” or higher).
• WORK EXPERIENCE AND EDUCATION: The candidate or
incumbent’s relevant employment history and academic qualifications. Work
experience is the employment history of an individual, and typically includes
the titles of jobs held and a corresponding description of the duties,
responsibilities and tasks performed. Education is academic credentials
obtained and is usually listed as high school diploma, associate degree,
bachelor’s degree or specific advanced degree.
• KNOWLEDGE, SKILLS, ABILITIES AND COMPETENCIES:
Elements commonly listed for job requirements, hiring qualifications or
employee credentials. Knowledge refers to acquired principles and practices
related to a particular job (e.g. principles of nuclear physics or accounting).
Skills refer to acquired psychomotor behaviors (e.g. operations of forklift or
personal computer). Abilities are the talents, observable behaviors or
acquired dexterity (e.g. capacity to lift 200 pounds). Competencies are the
knowledge, skills and underlying behaviors that correlate with successful job
performance (see Appendices F and G, Competency Based and Skill Based
Systems).
• TRAINING, CERTIFICATION AND LICENSE: Job requirements or
employee qualifications that are relevant or highly desirable for a particular
job. Training refers to a specialized course of instruction outside the realm
of recognized academic degree programs (e.g. in-service training, etc.).
3
Certification refers to a specialized course of study resulting in a certificate
upon successful completion (e.g. Cardiopulmonary Resuscitation, Certified
Professional Accountant, Emergency Medical Technician, etc.). A license is
a credential that is required by law to practice one’s occupation (e.g.
Registered Nurse, Pharmacist, Physician, etc.).
• INTERNAL SALARY ALIGNMENT: A fairness criterion that takes
into consideration the proximity of one employee’s salary to the salaries of
others who have comparable levels of training and experience; similar duties
and responsibilities; each employee’s performance; and similar knowledge,
skills, abilities and competencies. Internal salary alignment is determined by
the examination of an employee’s salary in relation to comparable co-
workers.
• CURRENT SALARY: The candidate’s or incumbent’s present base pay
compensation, which may be reported as an hourly wage, weekly, semi-
monthly, monthly or annual salary. Does not include shift differentials,
benefits, overtime, incentive premiums, bonuses, commissions or other
similar non-base-pay compensation.
The current practices in Johnson and Johnson’s in Pakistan are almost same as the other companies operating here. It is not more than the typical consumer goods providers. They have though some very great image in the market but the internal condition regarding the HR department is not to that extent that one can think.
The current practices mainly emphasize on the very common and usual formalities regarding recruiting and other HR practices. It should not be like that, the company should realize the importance of some new and efficient ways of doing their routine tasks regarding HR. There are many examples of technology along with HR practices as we mentioned earlier that there are many companies using software’s and other tools to make their recruiting effort more easy, economical and efficient.
The other side of their current practices are like, the HR department seems very bound to the higher management which is very same as other local companies referred as typical SEETH organization where the owner is the only person to deal with all concerns of the business. He is the only person to take decisions regarding any thing in the business no matter it is about staffing or budgeting.