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basic factors to determining pay rates basic factors to determining pay rates Presentation Transcript

  • Presented to: Sir Ahmed Tasman Pasha Presented By: Sana Rao Roll no.09-29 Basic Factors In Determining Pay Rates
  • Determining pay rates
    • Employee compensation
    • How to formulate plans for paying employees
      • Time based wages or salary
      • Performance based pay
    • Pay plans
      • Legal
      • Union company policy
      • An equity
  • Determining Pay Rates
    • Employee compensation
    • All forms of pay or rewards going to employees and arising from their employment.
  •  
    • Direct financial payments
    • Pay in the form of wages, salaries, incentives, commissions, and bonuses.
    • Indirect financial payments
    • Pay in the form of financial benefits such as insurance
  •  
  • Determining Pay Rates
    • Direct financial payments
      • base on two factor
        • Pay for Time
        • Pay for Performance
  • Determining Pay Rates
    • Pay for time:
      • Blue collar and clerical workers get hourly or daily wages,
      • And others, like managers paid by the week, month or week.
      • Time pay is still the foundation of most employer’s pay plans.
  • Determining Pay Rates
    • Pay for performance:
      • It ties compensation to the amount of production the worker turns out.
      • For example
        • Piecework
  • Legal Considerations in Compensation
    • Davis-Bacon Act (1931)
      • A law that sets wage rates for laborers employed by contractors working for the federal government.
    • Walsh-Healey Public Contract Act (1936)
      • A law that requires minimum wage and working conditions for employees working on any government contract amounting to more than $10,000.
    • Title VII of the 1964 Civil Rights Act
      • This act makes it unlawful for employers to discriminate against any individual with respect to hiring, compensation, terms, conditions, or privileges of employment because of race, color, religion, sex, or national origin.
    • Fair Labor Standards Act (1938)
      • This act provides for minimum wages, maximum hours, overtime pay for nonexempt employees after 40 hours worked per week, and child labor protection.
      • The law has been amended many times and covers most employees.
      • It covers majority of worker engaged in
        • Production and sale of goods for interstate and foreign commerce
  • Some feature of FLSA
    • Exempt Employees
      • Employees to whom employers are not required to pay overtime under the Fair Labor Standards Act.
        • Executives, administrators, professional (learned or creative) employees, computer employees, outside sales persons
    • Non-exempt Employees
      • Employees who must be paid overtime under the Fair Labor Standards Act.
        • Hourly
        • Salaried non-exempt
  • Who Is Exempt? Who Is Not Exempt?
    • Exempt Professionals
      • Attorneys
      • Physicians
      • Dentists
      • Pharmacists
      • Optometrists
      • Architects
      • Engineers
      • Teachers
      • Certified public accountants
      • Scientists
      • Computer systems analysts
    • Exempt Executives
      • Corporate officers
      • Department heads
      • Superintendents
      • General managers
      • Individual who is in sole charge of an “independent establishment” or branch
    • Exempt Administrators
    • Executive assistant to the president
    • Personnel directors
    • Credit managers
    • Purchasing agents
    • Nonexempt
      • Paralegals
      • Non licensed accountants
      • Accounting clerks
      • Newspaper writers
      • Working foreman/forewoman
      • Working supervisor
      • Lead worker
      • Management trainees
      • Secretaries
      • Clerical employees
      • Inspectors
      • Statisticians
  • Overview of Compensation Laws
    • The Equal Pay Act
      • Passed as an amendment to the FLSA in 1963
      • Prohibits sex discrimination in pay
      • Unequal pay is allowed for equal work under circumstances that are based on differences in:
        • Seniority
        • Productivity
        • Merit
        • Any factor other than sex
  • Overview of Compensation Laws (cont’d)
    • Employee Retirement Income Security Act (ERISA)
      • The law that provides government protection of pensions for all employees with company pension plans. It also regulates vesting rights.
      • vesting rights:
        • Employees who leave before retirement may claim compensation from the pension plan
    • The Age Discrimination in Employment Act
      • Prohibits age discrimination against employees who are 40 years of age and older in all aspects of employment, including compensation.
    • The Age Discrimination in Employment Act
      • Prohibits age discrimination against employees who are 40 years of age and older in all aspects of employment, including compensation.
  • Other legislation affecting compensation
    • The Americans with Disabilities Act
      • Prohibits discrimination against qualified persons with disabilities in all aspects of employment, including compensation .
  • The Family and Medical Leave Act
    • Entitles eligible employees, both men and women, to take up to 12 weeks of unpaid, job-protected leave for the birth of a child or for the care of a child, spouse, or parent.
  • Compensation Policy Issues
    • Workers’ compensation
      • Designed to provide financial protection for individuals injured on the job
      • Compensation is provided for:
        • Medical expenses
        • Lost wages from the time of injury until their return to the job
        • Death, dismemberment, or permanent disability
      • Payouts have more than tripled in the past 20 years.
        • Much of this increase is due to fraud.
      • The fastest growing category of workers’ compensation claims is mental stress.
  • Corporate Policies, Competitive Strategy, and Compensation
    • Aligned reward strategy
      • The employer’s basic task is to create a bundle of rewards—a total reward package—specifically aimed at eliciting the employee behaviors the firm needs to support and achieve its competitive strategy.
      • The HR or compensation manager will write the policies in conjunction with top management, in a manner such that the policies are consistent with the firm’s strategic aims.
  • Compensation Policy Issues
    • Pay for performance
    • Pay for seniority
    • The pay cycle
    • Salary increases and promotions
    • Overtime and shift pay
    • Probationary pay
    • Paid and unpaid leaves
    • Paid holidays
    • Salary compression
    • Geographic costs of living differences
  • Compensation Policy Issues (cont’d)
    • Salary compression
      • A salary inequity problem, generally caused by inflation, resulting in longer-term employees in a position earning less than workers entering the firm today.
    • Geography
      • Employers handle cost-of-living differentials way.
      • One is to give the transferred person a nonrecurring payment.
      • Other pay differential in several ways.
    • IBM example .
    • It dominated its industry into the 1980s.
    • But by 1990s, it was failing to exploit new technologies and losing touch with its customers.
    • Its board hired Louis Gerstein as CEO.
    • Its first strategic aim was to transform IBM from a sluggish giant to a lean winner.
  • IBM example
    • To change this situation, Gerstner’s team made four main change sin what become the firm's new strategic compensation plan.
    • The Market place Rule :
      • The company switched from its pervious single salary structure to new different salary structure and merit budget for different job families.
    • Fewer job, evaluated differently, in broadband:
      • Second, IBM scraped its point factor job evaluation system and its 24 traditional salary grade.
    • Mangers manage:
      • Manger rank employees on a variety of factors (such as critical skills and results).
      • Manager decide which factors are used and weights they are given.
    • Big stack for stockholders:
      • Every no executive employee’s cash compensation consisted of base salary.
      • There was no concept of pay for performance.
        • A top-rated employee receives two-and-one-half times the award of an employee within the lowest ranking.
  • Equity and Its Impact on Pay Rates
    • Equity theory
      • Formulated by J. Stacy Adams
      • People form equity beliefs based on two factors:
        • Inputs (I)
          • Refer to the perceptions that people have concerning what they contribute to the job (e.g., skill and effort)
        • Outputs (O)
          • Refer to the perceptions that people have regarding the returns they get (e.g., pay) for the work they perform
  • Equity and Its Impact on Pay Rates
    • The equity theory of motivation
      • States that if a person perceives an inequity, the person will be motivated to reduce or eliminate the tension and perceived inequity.
    • Inequity
      • Occurs when the ratio of outputs to inputs is perceived to be unequal
      • When employees’ O/I ratios are less than that of their referent others, they feel they are being underpaid.
      • When employees’ O/I ratios are greater, they feel they are being overpaid.
    • Equity
      • Occurs when the ratio of outputs to inputs is perceived to be equal
  •  
  • Forms of Equity
    • External equity
      • How a job’s pay rate in one company compares to the job’s pay rate in other companies.
    • Internal equity
      • How fair the job’s pay rate is, when compared to other jobs within the same company
    • Individual equity
      • How fair an individual’s pay as compared with what his or her co-workers are earning for the same or very similar jobs within the company.
    • Procedural equity
      • The perceived fairness of the process and procedures to make decisions regarding the allocation of pay.
    • Impact of equity perceptions on employee behavior
      • Responses to feeling underpaid:
        • Decrease inputs
        • Escape the situation
      • Responses to feeling overpaid:
        • Just as satisfying as equity
        • Somewhat dissatisfying, but not nearly as dissatisfying as underpayment
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