ABSTRACT
This chapter considers a number of personnel activities: position-classification, compensation, service ratings, and training. The basic idea in a position-classification is that all those positions in an organization which involve closely similar duties and responsibilities should be grouped together for purposes of recruitment, compensation, and other personnel matters. One of the most severe practical problems in position-classification is actually to determine what the duties of a position are, and particularly the degree of difficulty and the level of responsibility of these duties. With special career lines for the engineer, the personnel technician, the accountant, and others, recruitment for positions requiring skill in general management may prove difficult. An important proposition insisted upon by specialists in classification work is that a position-classification reflects but does not determine the structure of an organization. The comparison of salaries with those outside the organization is of primary importance in discovering the prospects for recruiting employees or retaining employees already in the organization.
