Job Reward Analysis In Nursing

Job Reward Analysis Establishing a superior rewards package is paramount to attract and retain employees within organizations (Heneman, Judge, & Kammeyer-Mueller, 2012). In addition, it is beneficial for organizations to tailor their benefits packages to the desires of their employee population to confirm their needs are adequately meet and maintain high morale levels (Nugent, 2009). That being said, it is vital for organizations to effectively communicate details regarding their benefits packages to confirm employees understand their entitlements (Vandermillen, 2009). This paper discusses a job reward analysis for a nursing position on a busy labor and delivery (L/D) unit at Tripler Army Medical Center (TAMC) in Honolulu, Hawaii.

It would be best if the nurse manager selected a professional from the HR department or a job reward analyst who specializes in conducting employee interviews (Heneman et al., 2012). Furthermore, it is imperative for the nurse manager to create and define the questions before the interviews take place to confirm they correctly correlate with the totoal intrinsic and extrinsic reward systems for TAMC’s L/D nurses (employee value proposition-EVP) and to keep the answers received confidential (Heneman et al., 2012). Lastly, the interviewer should take written notes versus committing the information to memory during the interview sessions to make sure no data is lost (Heneman et al., 2012). Utilizing interviews is an excellent technique to gather job reward analysis data because employees are allowed to personally answer questions and provide meaningful responses to the issues they have experienced with their unit’s reward system (Heneman et al.,

First, the nurse manager should meet with the HR professional or job reward analysts to confirm they understand the employee job reward interview questions (Heneman et al., 2012). Second, schedule all the L/D nurses on the unit with the interviewer to make sure their answers are equally represented in the data (Heneman et al., 2012). Third, gather information regarding competitors’ reward practices (Heneman et al., 2012). Fourth, review and rank employee interview answers to discover what reward trends are most important amongst TAMC’s L/D nurses. Fifth, compare TAMC’s rewards data with competitors’ reward practices to decide what rewards are most beneficial to include in the L/D unit’s reward package (Heneman et al., 2012). Sixth, create a job reward preference matrix using intrinsic and extrinsic rewards that TAMC’s L/D unit needs to improve to retain its’ nurses (Heneman et al., 2012). Seventh, disseminate the job reward preference matrix to L/D staff nurses and verify these rewards are the most important elements they want included within their reward packages. Lastly, incorporate these rewards into the nurses’ performance and compensation plans to guarantee they attract and retain the most qualified nurses on TAMC’s L/D unit (Heneman et al.,