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The chapters for week four were interesting to me because compensation, both financial and nonfinancial, and safety are important to me in the workplace. Until this class, I had only every considered these topics from the view of the employee, not the employer. I have learned that it is important to look at the issues from both standpoints in order to get a clear picture of the issues. This week I chose several subtopics within these chapters that are the most profound to me. These include determinants of direct financial compensation, nonfinancial compensation, and the benefits of health and safety.
When it comes to compensation, human resource managers have their hands full. Determining how much to pay for each job consists of looking at several different factors. These factors include the job, the organization, the employee, and the labor market. When looking at the job, the human resource manager will look at a job analysis, description, and evaluation to help set the wage. They will also look at the organization in terms of its compensation policies, organizational level, and its ability to pay. Human resource managers must also look at the employee. This includes the employees performance, skills, competencies, seniority, experience, organization membership, potential, political influence, and luck. They can also look at the labor market using compensation surveys, expediency, cost of living, labor unions, the economy, and related legislation (Mondy & Noe, 2012).
According to the American Speech-Language-Hearing Association (2013) “the single most important factor influencing an individual's rate of pay is the kind of work performed” (p. 1). However, a job is only worth what the market will bear. Some knowledge, skills, ...
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...ng Association. (2013). In Factors Involved in Determining Salary. Retrieved November 23, 2013, from http://www.asha.org/Careers/job/Factors-Involved-in-Determining-Salary/
Hill, D. C., & Seabrook, K. A. (2013). Safety & sustainability: Understanding the business value. Professional Safety, 58(6), 81-92. Retrieved from http://ezproxy.arbor.edu:80/login?url=http://search.proquest.com/docview/1399698704?accountid=13998
Life Application Study Bible: New International Version. (1997). Grand Rapids, MI: Tyndale House Publishers, Inc. & Zondervan Publishing House.
Mondy, R.W., & Noe, R.M. (2012). Human resource management (12th ed.). Upper Saddle River, NJ: Prentice Hall.
U.S. Bureau of Labor Statistics. (2013). Occupational Employment and Wages, May 2012. In Occupational Employment Statistics. Retrieved November 23, 2013, from http://www.bls.gov/oes/current/oes131023.htm
Compensation is made of a base salary (paid by the hour, work or the year; excluding overtime or bonuses), variable pay (bonuses, profit sharing/stock options which work hand and hand with the performance of the company), and benefits (to include health insurance/savings plans – 401(k), or tuition reimbursement). The traditional way of determining base pay for jobs was to compare jobs in the same industry. Now industry and market, no long work by themselves, the current thinking is more person-based that considers knowledge, skills, and competencies of the work. This, however, is best suited for high-performing environments that remain flexible in their deployment of human capital.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Rampell, Catherine. "The Gender Pay Gap by Industry." Economix Blog. 17 Feb. 2011. Web. 20 Mar. 2012. .
The company Steel Co, which has been established for around 30 years, has been in a steady decline during the current recession and although a Divisional Director has been employed by the owner the fortunes of the company have not improved. The staff is unhappy, unproductive and unimpressed by the Human Resource system that currently exists in the company. The pay structure that currently exists within the organisation has been much debated among employees who feel it is unsatisfactory. The Business Adviser will research Performance and Reward management tools in order to help the company develop a more suitable Performance and Reward system to use. A variety of sources will be used in order to evaluate the system and tools against other organisational frameworks. The pay structure within the company will also be looked at in order to identify any possible changes that could be made.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
This paper will discuss the reasons why CEOs are not being overpaid. It will apply the utilitarian ethical principle to many a few aspects to CEO compensation and whether or not it is justifiable for such pay. The paper will look at whether or not their performance is justifiable for the pay because they play such a big role in the livelihood of the company along with the principle agency theory and how it is being addressed for the benefit of the shareholders and others involved with the company, the supply and demand of the CEOs, and the paper will describe the comparison of other professions to help link the idea of CEOs being fairly compensated.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
According to Chaneta (2014), job evaluation is the process of analyzing and assessing the relative worth of various jobs in an organization for the purpose of comparison and pay grading, and based on qualifications and skills required for a range of jobs. In other words, it forms the basis for pay and benefits negotiation. It helps to compensate employees accurately based on their job grades or values, and hence avoid issues of inequity and indifference at the workplace. To ensure effective job evaluation process, market-driven and job worth systems are largely used. While market-driven system is determined by the existing pay grade or structure in the opened market based on workforce demand and availability for particular positions, job-worth system depends on the value of the job or position to the organization. Both systems can be influenced by the external labor market and there become difficult for managers to apply as they would be torn between fulfilling internal and external demands. Another significant resemblance between market-driven and job worth systems is that they both require the same qualifications and other characteristics from the job performer as the basis for occupying a specific position. For instance, before HR practitioners decide on which system to use to determine Quality Specialist 's pay, they must make sure the potential worker has the job requirements and competencies to execute the job. One of the criteria for rewarding an employee is his or her ability to complete tasks in a proficient, productive, and effective way (Kaifi, Khanfar, Nafei, & Kaifi,
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
The above examples of pay show that the more skills, experience employees are with the organization the more they are compensated. Organizations would benefit by utilizing the same practice’s Disney extends to their workforces. For those businesses whose primary purpose of their plan is to only meet compliance requirements could greatly benefit by developing a comprehensive benefit plan. This could help increase their return on investment. The value I believe a business may gain from Disney’s compensation plan is to appeal to competent workers, to maintain those workers, and to motivate workers to direct their energies towards achieving the goals of the organization. Companies can set up policies to conduct a market study on a regular basis to implement a real performance appraisal system and then work on retaining good employees and elimination of poor performing workers. By following Disney’s lead of in obtaining those who best fit their company’s culture and supporting the company’s Mission. To guarantee that the pay structure is externally competitive, a pay survey should be shown. The results of a survey to be valid, the market pay data must be from the relevant labor market for each benchmark job. I would advise that a survey of regional and global pay data should be collected from the company, because for example, most of the office support, HR and operations jobs will be filled by local applicants. A job analysis is the procedure of reviewing jobs in an alike business. The result of this process is a job description “that includes the job title, a summary of the job tasks, a list of the essential tasks and responsibilities, and a description of the work context “(Burke, 2008). A job description consists of the knowledge, skills and aptitudes necessary to do the job. A job evaluation is the process of adjudicating the comparative value of job within a company
United States Department of Labor - Bureau of Labor Statistics. (2016). Occupational Employment and Wages, May 2015. Retrieved from http://www.bls.gov/oes/current/oes291031.htm
Byars, L. L. (1997). Human Resource Management. Chicago, IL: The McGraw-Hill Companies, Inc. Mills, D. Q. (1994).
Tomax Corporation has 400 employees and wishes to develop a compensation policy to correspond to its dynamic business strategy. The company wishes to employ a high-quality workforce capable of responding to a competitive business environment. Suggest different compensation objectives to match Tomax’s business goals.
Compensation for today 's average worker has always been a highly sensitive topic for any employer. Determining fair compensation can be a overbearing task as there are many contributing factors that make up the general pay scale. When determining pay a company must always consider the hourly amount, the benefits that may be offered, any incentive that could potentially be incurred and ensuring that their employee have an established work life balance. For an employer to be successful in determining compensation for their associate they must remain grounded around 1 key principle. An employees compensation is determined by expertise, education and the daily duties performed by the employee.
Technology and the Internet has made many business functions easier, faster, and expanded the reach of many processes. e-Compensation is one of those processes that has benefited from technology; it has made knowing what similar job salaries and compensation easier to access and for management to determine what it should take to retain vital talent within an organization. This paper will discuss the advantages and disadvantages of web-based compensation tools, how it supports the job evaluation process, the advantages and disadvantages to centralized approach to merit pay programs, discuss integrated analytic features needed for compensation planning and decision support in e-Compensation systems, assess barriers that prevent organizations from realizing the potential of Web-based internal equity tools and propose approaches to overcome those barriers, recommend strategies that HR managers can use to evaluate the quality of market data that they receive from outside sources.