Compensation Management Mid-term Review Dr. Barbara Lyon, SPHR HRM 516.

Slides:



Advertisements
Similar presentations
1 Market Pricing Organizations seek to offer market based pay rates in order to attract and retain competent employees There are two basic methods to recognize.
Advertisements

Staffing Organizations Dr. Barbara Lyon, SPHR (Note: Be sure to check the after-the-game review items located at the end of this slide show.)
Human Resource Management: Gaining a Competitive Advantage Chapter 11 Pay Structure Decisions Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights.
Chapter 4 Job Analysis Discuss the nature of job analysis, including what it is and how it’s used. Use at least three methods of collecting job analysis.
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.
Compensation OS352 HRM Fisher Nov. 4, Agenda SAP Exercise 3 In-class writing Pay system design Internal vs. external equity.
1 Position Evaluation is the foundation of Pay Program Design Exempt Pay Program Design.
Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 13 Managing Human Resources.
Compensation Deborah Marsh November Total Rewards Total Rewards definition Total Rewards definition Why Total Rewards? Why Total Rewards? Elements.
OS 352 3/25/08 I. Compensation Systems (chapter 11) A. Types of pay B. Job evaluation and job structure. C. Market pricing. D. The big picture II. Syllabus.
Compensation OS352 HRM Fisher March 30, Agenda  Case study assignment  SAP Exercise 3  In-class writing  Pay system design  Internal vs.
Compensation Part 1: Base Pay OS652 HRM Fisher October 26, 2004.
© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.11–1.
JOB ANALYSIS AND HUMAN RESOURCE PLANNING
Motivating Employees through Compensation
Introduction to Compensation. Agenda Marquette University’s compensation philosophy What is the Fair Labor Standards Act (FLSA)? Definition and differences.
Ch 4 1 To develop and operate a compensation system that promotes fair treatment, an organization should consider such compensation strategies as: l Relating.
O RGANIZATION S TRUCTURE : S TRATEGIC AND T ACTICAL C OMPENSATION I SSUES Jayendra Rimal.
1 Surveying Market Pay Just as skill, effort, responsibility, and working conditions have been used to differentiate rates of pay among major job groupings,
Fair Labor Standards Act April 5 & 6, U.S. Dept. of Labor In Fiscal Year 2006 The Wage and Hour Division collected $172 million in back wages for.
HR for Non-profits Valerie Schuette, Executive Director Human Resources & Workforce Development.
Total Rewards and Compensation
Learning Objectives Discuss Job Requirements Explain Job Descriptions List Factors in Job Design.
1 Classified Staff Salary Study. 2 Overview Provide an overview of study Provide an overview of study Review study methodology Review study methodology.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.
Internally Consistent Compensation Systems Chapter #7.
Compensation Management
Staffing Organizations
Chapter 11 Learning Objectives
Module 4: Compensation and Benefits 19% PHR 13% SPHR
Attracting and Retaining the Best Employees
Copyright 2005 Fair Labor Standards Act Mary Elizabeth Davis.
Surveying Market Pay & Compensation Practices
Chapter #11 Strategic Pay Plans. Fair Labor Standards Act Are you Exempt or Non exempt ???????
Job Analysis. I. Nature of Job Analysis Work activities and behaviors Interactions with others Performance standards Machines and equipment used Working.
Compensation:  Compensation is the methods and practices of maintaining balance between interests of operating the company within the fiscal budget and.
Business Ethics Mid-term Review Dr. Barbara Lyon, SPHR (Note: Be sure to check the after-the-game review items located at the end of this slide show.)
© 2013 South-Western, a part of Cengage Learning. All rights reserved. Chapter 9 | Slide 1 Chapter 9: Attracting and Retaining the Best Employees.
Human Resource Management
Managing Human Resources,12e, by Bohlander/Snell/Sherman (c) 2001 South-Western/Thomson Learning 9-1 Managing Human Resources Managing Human Resources.
Chapter 5 Job Analysis.
Chapter 3 Job Analysis 1.Definition and Terminology 2.Importance of Job Analysis 3.The Necessity of Continuous Job Analysis 4.Process of Job Analysis 5.Methods.
© Prentice-Hall, Inc., 2001 Chapter Seven Building Internally Consistent Compensation Systems.
Identify some of the major reasons for conducting survey
Chapter 5 Compensation & Benefits
Compease Staff Salary Administration Program. Compease - General A fully qualified and effective work force is essential to the College’s success Fundamental.
Lecture 11: Compensation. Strategic Issues and Compensation  Why do dome employers pay more than other employers?  Why are different jobs within the.
Human Resources Compensation. Chapter 14 Compensation Base wages and Salaries – Hourly/weekly/bi-weekly/monthly pay that employees receive in exchange.
Prepared by Pheng Khna, Siv VutthyBuild Bright University 1 Organizing i-foundation of organizing What is Organizing?  Organizing: It is the process of.
Chapt. 10 – Surveying Market Pay and Compensation Practices
Delegation of Classification Authority (DCA)
Advances in Human Resource Development and Management Course code: MGT 712 Lecture 12.
1 Virginia Ready-Mixed Concrete Association Compensation Survey May 19, 2008 Carolyn Fowler, SPHR, CCP, CBP, GRP HR Diversified Solutions, LLC.
Prentice Hall, Inc. © A Human Resource Management Approach STRATEGIC COMPENSATION Prepared by David Oakes Chapter 7 Building Internally Consistent.
Chapter 11 Pay Structure Decisions Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written.
Discussion on Compensation. Goal To assist in securing and retaining a staff of necessary quality to achieve the goals and objectives of the organization.
STRATEGIC COMPENSATION A Human Resource Management Approach Chapter 6: Building Internally Consistent Compensation Systems Copyright © 2015 Pearson Education,
Classification of Employees Chris Jozwiak & Cassie Navarro Baillon Thome Jozwiak & Wanta LLP Penelope Phillips October
BUS 434 ASSIST Peer Educator/ bus434assist.com FOR MORE CLASSES VISIT
© 2013 by Nelson Education1 Job Analysis and Competency Models.
JOB ANALYSIS.
Iredell County Classification and Compensation Study August 15 –
Agency – Unions – FLSA.
Compensation: Creating an Equitable and Market-driven Pay System
Introduction to Compensation
BUS 434 ASSIST Lessons in Excellence- -bus434assist.com.
HRM 300 PAPER Perfect Education/ hrm300paper.com.
Job Analysis and Job Evaluation
Compensation 101 A Primer for HR Professionals
Agency – Unions – FLSA.
Presentation transcript:

Compensation Management Mid-term Review Dr. Barbara Lyon, SPHR HRM 516

SWYK Instructions 1.Each contestant will choose a category. (Ex: I’ll take FLSA for $200) 2.Response must be in the form of a question. (Ex: What are the overtime exemption categories?) 3.Kick it up a notch with SWYK Kick items by choosing to double the value posted on the game board. 4.The three contestants with the largest amount in their $WYK CA$H Pot will play… SWYK SHOWDOWN!

SWYK Board Instructions 1.Select a category on the main game board (slide 4). 2.On the main game board, click on the dollar amount of the item chosen. The item will appear on a separate slide. 3.To reveal the correct response, click in the blue space under the question. 4.To return to the main game board, click on the yellow arrow/box.

Comp Mgmt Intro. FLSA Job Analysis & Design Job Evaluation Salary Surveys $1 00 $1 00 $1 00 $1 00 $1 00 $5 00 $5 00 $5 00 $5 00 $10 00 $10 00 $10 00 $10 00 $20 00 $50 00 $20 00 $20 00 $20 00 $20 00 $50 00 $50 00 $50 00 $50 00 $5 00 $10 00

A: From most employees’ perspectives, the most important part of the compensation package. Q: What is based pay/wages/salaries? ($1.00)

A: These affect both current and future standards of living. Q: What are employee benefits and services? ($5.00)

A: All rewards that can be classified as monetary payments and/or in- kind payments. Q: What is a compensation system? ($10.00)

A: This establishes a general guidelines for decisions and actions to be taken by all organizational members. Q: What is the organization’s philosophy? ($20.00)

A: A statement of what the organization wants to accomplish in the long-term. Q: What is the organization’s mission? ($50.00)

A: The exemption classification assigned to outside sales workers. Q: What is exempt? ($1.00)

A: The type of employee who is hired for a specific job, is expected to meet minimum performance requirements, and who normally works between 35 and 40 hours per week. Q: What is a regular employee? ($5.00)

A: The FLSA definition of overtime. Q: What is time suffered or permitted to work over 40 hours in a workweek? ($10.00)

A: Employees who regularly perform non-routine assignments requiring originality, discretion, independent judgment, innovative abilities, and analytical skills. Q: Who are professionals? ($20.00)

Q: What are over time, minimum wage, and child labor? ($50.00) A: The three major provisions of the FLSA.

A: A Department of Labor reference book that lists many job titles and critical job duties/tasks; also provides a 9-digit code for each job. Q: What is the Dictionary of Occupational Titles (DOT)? ($1.00)

A: An ADA-related term that describes work activities that the incumbent must be able to perform, either unaided or with reasonable accommodation. Q: What is essential job functions? ($5.00)

A: Success in writing an accurate job description depends primarily on the availability of this. Q: What is sufficient data? ($10.00)

Q: What is the Position Analysis Questionnaire (PAQ)? ($20.00) A: This worker oriented job analysis inventory has 194 job elements and helps to group jobs by common characteristics.

A: The three most common methods used to collect job information. Q: What are interview, observation, and questionnaire? ($50.00)

Q: What is responsibility? ($1.00) A: The extent to which an employer depends on the employee to perform the job as expected, with emphasis on the importance of job obligation.

A: Job evaluation issues are generally concerned about this. Q: What is internal equity? ($5.00)

Q: What is the Factor Evaluation System (FES)? ($10.00) A: The job evaluation method used by the U.S. Office of Personnel Management.

A: The four universal compensable factors. Q: What are skill, effort, responsibility, and working conditions? ($20.00)

Q: What are know-how, problem solving, and accountability? ($50.00) A: The three universal compensable factors used to evaluate all jobs under the Hay plan.

Q: What are benchmark jobs? ($1.00) A: These jobs are used to make pay comparisons within or outside of the organization.

A: This, the most commonly used survey method, requires respondents to match benchmark jobs with similar jobs in their organizations. Q: What is job matching? ($5.00)

Q: What is modified weighted average? ($10.00) A: When measuring survey statistics, this reduces the influence of an unusual population.

A: Bureau of Labor Statistics (BLS); Watson-Wyatt Data Services/ ECS; The Hay Group; Economic Research Institute (ERI); William M. Mercer; Organization Resources Council, Inc. Q: What are the major sources of third party pay data / wage surveys? ($20.00)

Q: What are the major reasons for conducting a wage survey? ($50.00) A: Hiring and retaining competent employees; promoting worker productivity; developing an effective pay structure; recognizing pay trends; defending pay practices during litigation.