Summarizing our Learning
Society’s   Stockholders’  Views          ViewsEmployees’    Managers’  Views        Views
The word compensation may be defined as   •     all forms of financial returns and tangible services and   benefits, which...
Compensation refers to allforms of financial returnsand tangible services and    benefits employees   receive as part of a...
•   Acquire qualified personnel•   Retain current employees•   Reward desired behaviour•   Control costs•   Comply with le...
Non-financial Compensation                             SystemEnhance Dignity and Satisfaction from Work PerformedEnhance P...
   Three basic building blocks:    • Compensation objectives    • Policies that form the foundation of the      compensat...
Internal alignment, often called internal  equity, refers to the pay relationshipsamong different jobs/skills/competencies...
Pay structure refers to the array of payrates for different work or skills withina single organization.The number of level...
   An internal pay structure can be defined    by    • Number of levels of work    • Pay differentials between the levels...
   Pay structure is hierarchical in nature,    based on:    • Number of levels    • Reporting relationships
   The pay differences among levels   Pay is determined by:    • Knowledge/ skills involved    • Working conditions    •...
   Job-based structures relies on the work    content – tasks, behaviors,    responsibilities   Person-based structure s...
The systematic process of collecting    information that identifies similarities and differences in the                work.
   Job-based structures look at what people    are doing and the expected outcomes   Skill- and competency based structu...
   Job evaluation – process of systematically    determining the relative worth of jobs to create    a job structure for ...
Skill-based structures link pay to thedepth or breadth of the skills, abilities, and knowledge person acquires that       ...
   Skill plans can focus on    • Depth based       Specialist    • Breadth based:       Generalist/ multiskilled based
Systematic process of identifying and      collectinginformation about skills required toperform work in an    organization.
   Several perspectives on what    competencies are and what they are    meant to accomplish    • Skill that can be learn...
   Core competencies    • Related to mission statements expressing     organization’s philosophy, values, business     st...
   Organizations seem to be moving away from    the vagueness of self-concepts, traits, and    motives   Greater emphasi...
External competitiveness refers to pay relationships  among organizations - anorganization’s pay relative to      its comp...
Pay level refers to the average of  the array of rates paid by an  employer: (base + bonuses +  benefits + value of stocks...
Pay forms are the varioustypes of payments, or pay mix,      that make up total        compensation.
Control CostsAttract and Retain    Employees
LABOR MARKET FACTORSNature of DemandNature of SupplyPRODUCT MARKET FACTORSDegree of Competition         EXTERNAL          ...
   Three conventional pay-level policies:    • To lead    • To meet    • To follow competition   Newer policies emphasiz...
Pay withCompetition  (Match)         Lead Policy                   Lag Policy                Flexible Policies            ...
   A survey is the systematic process of    collecting and making judgments about    the compensation paid by other    em...
   An employer conducts or participates in    a survey for a number of reasons:    • Adjust the pay level in response to ...
   Who should be involved?   How many employers?    • Publicly Available Data    • “Word-of-mouse”    • Where are the st...
   Employers want employees to perform in    ways that lead to better organizational    performance   Organizational str...
   Do people join a firm because of pay?   Do people stay in a firm (or leave)    because of pay?   Do employees more r...
   Efficiency     • Strategy     • Structure     • Standards        Objectives        Measures        Eligibility     ...
Pay for performance plans signal     a movement away from          entitlementsPay will vary with some measure     of indi...
   Merit Pay   Lump-Sum Bonuses   Individual Spot Awards   Individual Incentive Plans
   Uses a constellation of measures    • Pinpoints areas of success    • Indicates areas to improve   Categories of meas...
Employee Stock Ownership Plans           (ESOPs) Performance Plans (Performance   Share and Performance Unit)Broad-Based O...
   Used for several organizational decisions    • To guide allocation of merit increases   Performance ratings are influ...
   Employees often frustrated about the    appraisal process    • Appraisals are too subjective    • Possibility of unfai...
Ranking - Rater compares             employees against each other                Rating - Rater evaluatesCategories    emp...
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  • See Exhibit 3.7 on page 74 of text This slide clarifies the differences between egalitarian and hierarchical structures. The choice, however, is not either / or. Rather, the differences are a matter of degree. So levels can range from many to few, differentials can be large or small, and the criteria can be based on the job, the person, or some combination of the two. (text page 66)
  • See Exhibit 6.1, text page 155
  • For a discussion of the competitive pay policy options, see text, pages 216 - 223
  • See text, Exhibit 9.3 on page 289
  • See Exhibit 10.1, page 309
  • See Exhibit 10.11, pages 320-322 for discussion details
  • See Exhibit 10.4, page 313
  • See Exhibit 10.16, page 335
  • Class 10 summary

    1. 1. Summarizing our Learning
    2. 2. Society’s Stockholders’ Views ViewsEmployees’ Managers’ Views Views
    3. 3. The word compensation may be defined as • all forms of financial returns and tangible services and benefits, which an employee receive in his/her tenure of employment. • a system of rewards to motivate employees, so that organizations can achieve its intended goals and objectives. Considers both intrinsic (psychological) and extrinsic (tangible) components of compensation. Extrinsic compensation covers both the monetary and non-monetary rewards, intrinsic compensation reflects employees’ psychic satisfaction through job accomplishment.
    4. 4. Compensation refers to allforms of financial returnsand tangible services and benefits employees receive as part of anemployment relationship
    5. 5. • Acquire qualified personnel• Retain current employees• Reward desired behaviour• Control costs• Comply with legal regulations• Further administrative efficiency
    6. 6. Non-financial Compensation SystemEnhance Dignity and Satisfaction from Work PerformedEnhance Physiological Health, Intellectual Growth, and Emotional MaturityPromote Constructive Social Relationships with Co-workersDesign Jobs that Require Adequate Attention and EffortAllocate Sufficient Resources to Perform Work AssignmentsGrant Sufficient Control over the Jobs to Meet Personal DemandsOffer Supportive Leadership and Management
    7. 7.  Three basic building blocks: • Compensation objectives • Policies that form the foundation of the compensation system • Techniques that make up the compensation system
    8. 8. Internal alignment, often called internal equity, refers to the pay relationshipsamong different jobs/skills/competencies within a single organization.
    9. 9. Pay structure refers to the array of payrates for different work or skills withina single organization.The number of levels, the differentials inpay between the levels, and the criteria used to determine those differences describe the structure.
    10. 10.  An internal pay structure can be defined by • Number of levels of work • Pay differentials between the levels • Criteria or basis used to determine those levels and differentials
    11. 11.  Pay structure is hierarchical in nature, based on: • Number of levels • Reporting relationships
    12. 12.  The pay differences among levels Pay is determined by: • Knowledge/ skills involved • Working conditions • Valued addition to the company Intention of these differentials: • To motivate people to strive for promotion to a higher-paying level
    13. 13.  Job-based structures relies on the work content – tasks, behaviors, responsibilities Person-based structure shifts the focus to the employee • Skills, knowledge, or competencies the employee possesses • Whether or not they are used in the particular job In reality, both job-and-person-based structures are included
    14. 14. The systematic process of collecting information that identifies similarities and differences in the work.
    15. 15.  Job-based structures look at what people are doing and the expected outcomes Skill- and competency based structures look at the person
    16. 16.  Job evaluation – process of systematically determining the relative worth of jobs to create a job structure for the organization The evaluation is based on a combination of: • Job content • Skills required • Value to the organization • Organizational culture • External market
    17. 17. Skill-based structures link pay to thedepth or breadth of the skills, abilities, and knowledge person acquires that are relevant to the work. In contrast, a job-based plan paysemployees for the job to which they are assigned, regardless of the skills they possess.
    18. 18.  Skill plans can focus on • Depth based  Specialist • Breadth based:  Generalist/ multiskilled based
    19. 19. Systematic process of identifying and collectinginformation about skills required toperform work in an organization.
    20. 20.  Several perspectives on what competencies are and what they are meant to accomplish • Skill that can be learned and developed or a trait that includes attitudes and motives? • Focus on the minimum requirements that the organization needs to stay in business or focus on outstanding performance? • Characteristics of the organization or of the employee?
    21. 21.  Core competencies • Related to mission statements expressing organization’s philosophy, values, business strategies, and plans Competency sets • Translate each core competency into action Competency indicators • Observable behaviors that indicate the level of competency within each set
    22. 22.  Organizations seem to be moving away from the vagueness of self-concepts, traits, and motives Greater emphasis on business-related descriptions of behaviors “that excellent performers exhibit much more consistently than average performers” Competencies are becoming “a collection of observable behaviors that require no inference, assumption or interpretation”
    23. 23. External competitiveness refers to pay relationships among organizations - anorganization’s pay relative to its competitors.
    24. 24. Pay level refers to the average of the array of rates paid by an employer: (base + bonuses + benefits + value of stocks) / number of employees.
    25. 25. Pay forms are the varioustypes of payments, or pay mix, that make up total compensation.
    26. 26. Control CostsAttract and Retain Employees
    27. 27. LABOR MARKET FACTORSNature of DemandNature of SupplyPRODUCT MARKET FACTORSDegree of Competition EXTERNAL COMPETITIVENESSLevel of Product DemandORGANIZATION FACTORSIndustry, Strategy, SizeIndividual Manager
    28. 28.  Three conventional pay-level policies: • To lead • To meet • To follow competition Newer policies emphasize flexibility among: • Policies for different employee groups • Pay forms for individual employees • Elements of the employee relationship that company wishes to emphasize in its external competitiveness policy
    29. 29. Pay withCompetition (Match) Lead Policy Lag Policy Flexible Policies Employer ofShared Choice Choice
    30. 30.  A survey is the systematic process of collecting and making judgments about the compensation paid by other employers Surveys provide the data for translating policy into pay levels, pay mix, and structures
    31. 31.  An employer conducts or participates in a survey for a number of reasons: • Adjust the pay level in response to changing rates paid by competitors • Set the mix of pay forms relative to that paid by competitors • Establish or price a pay structure • Analyze pay-related problems • Estimate the labor costs of product/service market competitors
    32. 32.  Who should be involved? How many employers? • Publicly Available Data • “Word-of-mouse” • Where are the standards? Which Jobs to include? • Benchmark-job approach • Low-High approach • Benchmark conversion approach What information to collect? • Organization data • Total compensation data
    33. 33.  Employers want employees to perform in ways that lead to better organizational performance Organizational strategy is the guiding force that determines what kinds of employee behaviors are needed
    34. 34.  Do people join a firm because of pay? Do people stay in a firm (or leave) because of pay? Do employees more readily agree to develop job skills because of pay? Do employees perform better on their jobs because of pay?
    35. 35.  Efficiency • Strategy • Structure • Standards  Objectives  Measures  Eligibility  Funding Equity/Fairness • Distributive justice • Procedural justice Compliance • Comply with existing laws • Enhance and maintain firm’s reputation
    36. 36. Pay for performance plans signal a movement away from entitlementsPay will vary with some measure of individual, team, or organizational performance
    37. 37.  Merit Pay Lump-Sum Bonuses Individual Spot Awards Individual Incentive Plans
    38. 38.  Uses a constellation of measures • Pinpoints areas of success • Indicates areas to improve Categories of measures • Financial results • Process improvements • Customer service • Innovation Forces discussions about priorities among different measures Outcome – Objectives with different weights in terms of importance
    39. 39. Employee Stock Ownership Plans (ESOPs) Performance Plans (Performance Share and Performance Unit)Broad-Based Option Plans (BBOPs)
    40. 40.  Used for several organizational decisions • To guide allocation of merit increases Performance ratings are influenced by: • Employee behaviors observed by raters • Organization values • Competition among departments • Differences in status between departments • Economic conditions
    41. 41.  Employees often frustrated about the appraisal process • Appraisals are too subjective • Possibility of unfair treatment by a supervisor Experts argue that rather than throwing out the entire performance appraisal process, total-quality-management principles should be applied to improving it
    42. 42. Ranking - Rater compares employees against each other Rating - Rater evaluatesCategories employees on some absolute standard (measured on a continuum scale) Essay - Rater answers open- ended questions in essay form describing employee performance
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