1Running head HEALTHCARE INDUSTRY2HEALTHCARE INDUSTRY.docx

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Running head: HEALTHCARE INDUSTRY
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HEALTHCARE INDUSTRY
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Abstract
This paper discusses a number of positions that are available in
the healthcare industry. Part of this discussion will detail the
various jobs, the skills required to obtain one of these positions
and the various salary ranges for each position. The positions
that I plan to discuss are social worker, nursing assistant,
licensed practical nurse, registered nurse and nursing director.
The information that will be provided will include the job

summaries and the job descriptions for the five positions listed.
The level of each position varies depending on the level of
knowledge and education required to work in this field.
Another form of information included in this document is a
description of the benefits available while working in this
industry. An important question everyone asks is how much
does this job pay? A wage matrix will be provided to
distinguish the type of pay available for each position. Matthew
4:23 says “And Jesus went about all Galilee, teaching in their
synagogues, and preaching the gospel of the kingdom, and
healing all manner of sickness and all manner of disease among
the people.” Luke 9:6 “And they departed, and went through the
towns, preaching the gospel, and healing everywhere.” Healing
is not just about our physical being, but our spiritual being too.
Thankfully we have people in the healthcare field who have a
heart for sick people and want to help with the healing process.
But most important our Heavenly Father is in the healing
business. Many of us have heard about people being diagnosed
with an illness with little time to live, and then God steps in and
takes care of the healing. This is a miracle that no healthcare
provider can explain, but just believe. I’m thankful for my
Heavenly Father and that His love is unconditional.
Health Industry
In the healthcare industry there are many jobs required to fulfill
the needs for patients who are sick with a variety of illness.
One important job in the healthcare industry is a Social Worker.
Social Worker
A social worker “provide individuals, families, and groups
with the psychosocial support needed to cope with chronic,
acute, or terminal illnesses. Services include advising family
care givers, providing patient education and counseling, and
making referrals for other services. May also provide care and
case management or interventions designed to promote health,

prevent disease, and address barriers to access to healthcare”
(bls.gov., 2018).
Additional work that a social worker is known for they
“investigate child abuse or neglect cases and take authorized
protective action when necessary. Counsel clients and patients
in individual and group sessions to help them overcome
dependencies, recover from illness, and adjust to life” (O*Net,
2019).
Nursing Assistant
A nursing assistant “provides basic patient care under
direction of nursing staff. They perform duties such as feed,
bathe, dress, groom, or move patients, or change linens. They
may transfer or transport patients which includes nursing care
attendants, nursing aides, and nursing attendants” (2018).
“Review patients' dietary restrictions, food allergies, and
preferences to ensure patient receives appropriate diet. Measure
and record food and liquid intake or urinary and fecal output,
reporting changes to medical or nursing staff” (O*Net, 2019).
Licensed Practical and Licensed Vocational Nurses
Both licensed practical and licensed vocational nurses “care
for ill, injured, or convalescing patients or persons with
disabilities in hospitals, nursing homes, clinics, private homes,
group homes, and similar institutions. They may work under the
supervision of a registered nurse. Licensing is required” (2018).
A licensed practical and licensed vocational nurse will
“administer prescribed medications or start intravenous fluids,
noting times and amounts on patients' charts. Observe patients,
charting and reporting changes in patients' conditions, such as
adverse reactions to medication or treatment, and taking any
necessary action. They answer patients' calls and determine how
to assist them. Measure and record patients' vital signs, such as
height, weight, temperature, blood pressure, pulse, or
respiration. Provide basic patient care or treatments, such as

taking temperatures or blood pressures, dressing wounds,
treating bedsores, giving enemas or douches, rubbing with
alcohol, massaging, or performing catheterizations” (O*Net,
2019).
Registered Nurse
The registered professional nurse is a leadership and
educator role, providing both patient care and education to
direct reports, including researching, training, guiding and
providing instruction to direct reports (shrm., 2019). A
registered nurse “assess patient health problems and needs,
develop and implement nursing care plans, and maintain
medical records. Administer nursing care for ill, injured,
convalescent, or disabled patients. They may advise patients on
health maintenance and disease prevention or provide case
management. Licensing or registration is required” (2018).
Medical and Health Services Manager
“The medical case management supervisor directs all
activities related to medical case management of claims; works
independently with little supervision” (shrm, 2019). Medical
and Health Services Managers plan, direct, or coordinate
medical and health services in hospitals, clinics, managed care
organizations, public health agencies, or similar organizations
(2018).
Pennsylvania Occupational Wages
York County Labor Market Area
May 2017
(Note: When data for a specific occupation is not available, the
most relevant area containing this occupation has been
provided, see Area Type.)
SOC Code
Occupational Title
Educ. Level
Area Type
Average Hourly Wage ($)

Average Annual Wage ($)
Median Annual Wage ($)
Entry Annual Wage ($)
Mid-Range Annual Wage ($)
11-9111
Medical & Health Services Managers
BD+
CTY
43.26
89,970
89,170
51,760
59,570
to
110,460
21-1022
Healthcare Social Workers
MD+
CTY
22.70
47,220
46,260
36,310
40,070
to
53,640
29-1141
Registered Nurses
BD
CTY
32.27
67,120
63,370
54,260
56,580
to

76,390
29-2061
Licensed Practical & Licensed Vocational Nurses
PS
CTY
21.56
44,850
44,890
37,020
39,390
to
50,040
31-1014
Nursing Assistants
PS
CTY
14.53
30,230
29,610
26,230
26,800
to
33,530
https://www.workstats.dli.pa.gov/Products/Pages/By-
Geography.aspx
Section 2
The health care industry is like any other industry in that
they offer the same standard benefits that most places are
required to offer. In the following sections the benefits are
listed for a few different occupations in the health care
industry.
The biggest thing with benefits is how cost effective any
industry will make them. Since the dawn of the internet, many
things have changed in every industry. Many companies are

using something called an intranet, which is an internal
organizational online web in which all forms of communication
within the organization can be streamlined. Intranets have
helped to change things for many organizations in a good way.
“Employers are increasingly posting their employee handbook
components on their intranets. Experts say “e-benefits” are a
huge trend waiting to reinvent human resource practices”
(Milkovich, p.458, 2017).
The largest cost that companies pay for in any industry is
health care coverage. “Before 1930 health care coverage
essentially didn’t exist. Health issues were the responsibility of
the family. After the Great Depression, though, Blue Cross and
Blue Shield appeared as the first institutional health care.
Envious of the profits made by Blue Cross and Blue Shield,
insurance companies began to offer plans for hospitalization
along with doctor and surgical coverage. Then of course, the
government got involved. In the 1960’s national health
insurance emerged to cover the elderly (Medicare) and the poor
(Medicaid). Then in 2012 the Affordable Care Act (ACA aka
Obamacare) was instituted to target the uninsured with a goal of
providing health care coverage to everyone. This controversial
act isn’t intended to change the way health care is delivered, but
rather to provide both positive and negative incentives to make
sure everyone is covered” (Milkovich, p.487, 2017).
There are many benefits that do not come standard, but
more companies are starting to implement them to make their
company look more attractive. Some such as child care, and
health club memberships. Some companies even offer elder care
assistance for family members that are elderly and need
assistance with their day to day life. One benefit that is more
standard, but companies struggle with is 401K or pension plans.
Many companies struggle with them since people are living
longer in todays world than they did when these things were
first implemented. Many companies have to penny pinch just to
pay for their former employees’ pension plans, which is why
many companies have gone to a 401K as they are more cost

effective for the organization. Another way many people are
going is the “employee stock ownership plan. In a basic ESOP a
company makes a tax-deductible contribution of stock shares or
cash to a trust. The trust then allocates company stock (or stock
bought with cash contributions) to participating employee
accounts. The amount allocated is based on employee earnings.
When ESOP is used as a pension vehicle (as opposed to an
incentive program), the employees receive cash at retirement
based upon the stock value at that time. The major disadvantage
is if the company’s stock takes a downturn, the result can be
catastrophic for employees approaching retirement age”
(Milkovich, p.482, 2017).
Benefits are a large part of why people chose to work with
different companies. Many things have changed over time and it
will be interesting to see how much things will continue to
change in the future with benefits. With everything, most
changes have been good ones, but now companies are figuring
out how they can perfect things to make doing business more
cost effective and enjoyable for all involved in the process.
Registered Nurses
The health care industry has a high median income, with
that being the majority of their benefits. A staff nurse in a
pediatrics unit in Chesapeake Virginia will earn a Median
income of $65,578 a year which will be 71.0% of their benefits.
$39 is the value of the bonuses that they receive throughout the
year. The value of their benefits is what indicates the
employer’s expected contribution and paid time off. Social
Security is 5.4% of their benefits coming in at $5,020. They all
receive a 401K/403B, which is 2.6% of their benefits, that
comes in at $2,362. Nurses also get disability which is 0.6% of
their income, coming in at $591. They receive health care
insurance which is 7.1% of their benefits at $6,592 annually.
They receive a pension which is 4.5% of their benefits at
$4,134. Lastly, they receive time off which is 8.7% of their

benefits which comes out to $8,076. Their total compensation
comes out to be $92,391.
Medical & Health Services Managers
A medical management manager in Chesapeake Virginia will
earn a median income of $95,166 which is 67.8% of their
benefits. They will receive $7,208 annually in bonuses, which is
5.1% of their annual income. The benefits that the medical
management manager would receive will include social security
which is $7,832, 5.6% of their income. They will receive a
401K/403B at $3685 which is 2.6% of their income. They will
receive disability at $921 which is .7% of their income. They
will receive health care insurance at $6,450 which is 4.6% of
their benefits. They will receive a pension of $6,450 which is
4.6% of their income. Lastly, they will receive time off which is
valued at $12,600 and is 9.0% of their income. Their total
compensation comes out to $140,454.
Healthcare social worker
A healthcare social worker in Chesapeake Virginia will earn
a median income of $50,570 which is 69.5% of their total
income. They will receive $39 in bonuses annually which is
0.1% of their income. They will receive $3,872 in social
security benefits which is 5.3% of their benefits.
They will receive a 401K/403B which is $1,822 and is 2.5%
of their benefits. They will receive $455 of Disability and that
is 0.6% of their benefits. They will receive $6,592 in health
insurance which is 9.1% of their benefits. They will receive
$3,188 in pension, which is 4.4% of their benefits. Lastly, they
will receive $6,229 in time off, which is 8.6% of their benefits.
Their total compensation is $72,767.
Licensed Practical Nurse
A licensed practical nurse in Chesapeake Virginia will earn
a median income of $45,124 which is 68.7% of their total
income. They will receive $71 annually in bonuses which is
0.1% of their income. They will receive social security benefits

annually totaling $3,457 which is 5.3% of their total benefits.
They will receive $1,627 in a 401K/403B which is 2.5% of their
benefits. They will receive $407 in disability benefits which is
0.6% of their benefits. They will receive $6,592 in health care
insurance which is 10.0% of their benefits. They will receive
$2,847 in a pension which is 4.3% of their benefits. They will
receive $5,563 in paid time off which comes to 8.5% of their
benefits. Their total compensation is $65,688.
Nursing Assistants
A certified nursing assistant in Chesapeake Virginia will
earn a median income of $25,663, which is 63.9% of their total
income. They will receive no bonuses. They will receive $1,963
in social security benefits which is 4.9% of their total benefits.
They will receive $924 in a 401K/403B which is 2.3% of their
total benefits. They will receive $231 in disability which is
0.6% of their total benefits. They will receive $6,592 in health
insurance benefits which is 16.4% of their benefits. They will
receive $1,617 which can be put towards a pension, which is
4.0% of their benefits. They would receive $3,159 towards time
off, which is 7.9% of their total benefits.
Section 3
Glossary of Business Finance and Management
Benefits-various types of compensations that are non wage that
are provided to the employees aside from the regular wages and
salaries.
Wage survey-A tool that is specifically designed by the
managers in order to determine far benefits and salaries that
will be give to the employees.
Median Income-The amount realized after dividing the gross
income by the sum total of units present in that group.
Premium Wage-The exceeding amount of wages when compared
to the members of a given group.
Medicare-A program that aims at providing health coverage for
citizens above the age of 65 or below 65 but have a disability,
regardless of their personal income.
Medicaid-A health program at both the state and federal level

that aims at providing coverage to citizens with very low
income.
Auditing-The process of checking and analyzing the personal or
organizational financial records in order to determine their
accuracy and whether they abide by set rules and regulations.
Data-Statistics and facts that are collected and put together for
proper analysis or for reference.
Income Statements.-This shows the company’s income as well
as the expenses.
Liabilities-This is a financial debt or obligation.
Innovation-The process of coming up with fresh ideas or
products.
Baseline-The starting point or the minimum point that is used
for doing making comparisons.
Skill set. A collection of abilities and skills that is applicable to
a given profession.
Intranet-This is a network that is private and can only be
accessed by the organization’s staff.
Handbook-A reference work or a set of instructions that is
designed as a reference point.
P & L-This refer statements of to Profit and Loss.
Trend Analysis-This refers to an analysis that compares the
financial ratios of a company over a given period of time.
Benchmarking-Use of profiles or performance as the bases for
measuring an individual’s performance.
Pension-A type of fund whereby a given amount of money is
deposited regularly during the duration that the employee is
working and is aimed at supporting the employee’s retirement
plan.
Ethics-Accepted conduct standards or moral judgment. Gross
Profit-The revenue from sales after deducting the cost of total
goods sold.
ACA –Affordable Care Act.
ESOP-Employee Stock Ownership Plan.
OHC-Occupational Health Care.
LPN-Licensed Practical Nurse.

RN-Registered Nurse.
Section 4
Instructions
Creating a pay structure for an organization involves making
a variety of important decisions that align with the companies
goals both big and small, as well as making sure that it retains
the right employees, weeds out the weak employees, and
interests future employees to join the company. Step (1) in this
extensive and complicated process is looking at your
organizations competitive pay policy (Milkovich, 2017, p. 263).
Businesses need to decide where they want to set themselves up
in the market. What can they afford to offer their employees to
retain the talent that they already have as well as attract new
talent? This is in terms of pay and benefits packages. “Labor
market competition, however, introduces a new role for
performance pay: because it is a differentially attractive to more
productive workers, it also serves as a device that firms use to
attract or retain these types” (Benabou, 2016). Step (2) is
making a clear purpose for the survey (Milkovich, 2017, p.
263). Businesses have a variety of reasons for performing a
wage survey ranging from auditing to make sure they aren’t
overpaying or unpaying their employees, as well as changing
their pay strategy to attract a different type of employee, or
even budget cuts to see if they can save money in the benefits
and pay incentives that they are offering. Step (3) entails
choosing competitors for the benchmark jobs you will be basing
your survey off of (Milkovich, 2017, p. 263). This step is very
important in the process, as you have to ensure that you find a
company that aligns well with your business. The key to
benchmarking is not replication of other companies plan but
instead innovation (Singh, 2010). “Benchmarking encourages
organizations to carry out self-analysis to find out the most

efficient way to attain competitive position by monitoring the
best practices of the industry. It is perceived as a continuous
process of measuring products, services, and practices against
the toughest competitors or those companies recognized as
industry leaders” (Singh, 2010). This gives a business a baseline
of what other companies are offering to their employees while
also helping them decide how they will differentiate themselves
from the competition. Step (4) is where you design the survey
(Milkovich, 2017, p.263). When designing your survey, you
need to weigh many different factors such as how many
employees should be involved, which jobs are included, as well
as how many outside competitive businesses data needs to be a
factor. (Milkovich, 2017, p. 270). Step (5) includes collecting
the results from the survey and interpreting them, as well as
constructing your market line (Milkovich, 2017, p.263). This
step has become much easier, as now much of the survey
information is collected through computers, making sorting it
much more efficient (Milkovich, 2017 p.278). Technology also
aids in the ability to create a market line that is easy to
understand and organized for everyone involved in using the
results for decision making. A market line takes the data that is
collected and put it into a visual graph so that human resource
specialists as well as others involved in wage decisions can use
it in an organized format. The final step is to balance top
competitiveness with internal alignment (Milkovich, 2017, p.
263). This final step takes the benchmark jobs into account, as
well as the internal data from the survey to help establish a new
plan for a companies pay structure. 2 Timothy 2:15 leaves us
with this, “Do your best to present yourself to God as one
approved, a worker who does not need to be ashamed and who
correctly handles the word of truth” (NIV). Surveying
employees using benchmark jobs seeks the truth for businesses
to be compensating their employees properly as well as giving
them a competitive edge in the market to continually attract
talent.

Timeline
The timeline for establishing a pay structure should be early
on in the business model to help understand employee costs and
budget for them. The wage survey has seven steps to ensure that
the pay is competitive, fits the local market, and attracts jobs
seekers. Wage surveys should also be completed frequently to
ensure the local market has not changed.
The purpose of the wage survey according to Milkovich
(2017) is “to adjust the pay level in response to changing rates
paid by competitors, to set the mix of pay forms relative to that
paid by competitors, to establish or price a pay structure, to
analyze pay-related problems, or to estimate the labor costs of
product (p. 264).”
Companies must take a wage survey seriously because
during an economic boom it can be the difference between
applications and lack of applications. During the wage survey
you may see a need to cut wages due to market drops, research
by Caju, Kosma, Lawless, Messina, & Room (2015) stated that
the wage decrease is a means of keeping a business open. It can
prevent layoffs in some cases they continue, but it comes with a
morale risk as the recent pay drops could cost the company
employees.
The timeline for the wage survey should be done as follows:
specify pay-level policy, define purpose of the survey, specify
relevant market, design and conduct survey, interpret and apply
result, and design grades and ranges or bands (Milkovich, 2017,
p. 263). The pay level policy is based on which level of pay you
want to survey. You may know that management is paid within
market and this is just a bottom level employee wage survey.
Establish a specific group to perform a wage survey on.
Defining a purpose for the wage survey is important because it
will not be a free survey. Companies charge money to perform
wage surveys. Make sure your market is considering
competitors that may be taking jobs from many local markets
and effecting all hiring. Make sure the results are applied so

that your company can be successful in the demands of
customers and labor needs. Design new grades, ranges, or bands
as needed for the company.
Cost
The cost of a wage survey will vary based on the local
market and the size of the survey. A simple survey for human
resources professionals might cost much less than a
companywide survey.
According to Dozier cost of a wage survey is anywhere from
a “couple hundred to tens of thousands.” The cost could be
beneficial as it can lower payroll which is the company’s
biggest expense in most cases. It is clear that the cost of a wage
survey is not cheap, but it does have some great benefits as it
helps control the costs that come with employing. It also helps
to attract workers and motivate them to stay.
According to the Bureau of Labor Statistics (2019)
compensation in the private sector rose 3% in 2018. Salaries
increased by 3.1% in 2018 and benefits rose by 2.8% in 2018.
Employers costs for benefits rise 1.8% in 2018. These numbers
indicate that the cost of employment is rising and that a wage
survey has even more benefits then just market evaluation. The
survey has the benefit of knowing the cost to the employee and
the employer.
Confidentiality statement
Each employee’s salary is determined based on a wide
variety of factors that each employee may or may not be aware
of. Some of these factors include comparing wages and/or
benefits with competitive companies that maintain employees
with similar occupations or skills, in similar geographic
locations, and that offer the same products and services as us as
well as looking at our own companies skillsets via performance
reviews, employees years of experience and company
advantages (Milkovich, 2017,p.265). These factors are vital to
ensuring that each employee’s salary is extensively looked at
and researched to ensure accuracy, and why confidentiality is so
important. “Once it is known what other organizations pay for

each job, a pay level can be chosen that is a function of what
other organizations pay and what role the job plays in executing
the strategy of one’s own organization” (Milkovich, 2017,
p.289). Maintaining the confidentiality of all employees’ wages
is paramount to our company success. We can ensure that we
spend a significant amount of time evaluating each position as
well as each employee’s extensive education and value to our
company to ensure that each employee is paid as fairly as
possible. We are inspired by the verse Colossians 4:1 stating
“Masters, provide your slaves with what is right and fair,
because you know that you also have a Master in heaven”
(NIV).
Because of our extensive fairness procedures and
expectations, we expect that all employees maintain
confidentiality in regard to wages and expect that they only
provide others with this information when required for financial
needs. This forbids employees from sharing wages amongst
each other, as well as others not employed by us.
As an employee signing this document, I acknowledge the
details of it and agree to abide by the rules outlined as so. If I
decide not to abide by written rules I am subject to correction
action that may lead to termination.
Name (Print & Signature):
Date:
Job Title:
Section 5
Introduction
Scripture admonishes us to examine ourselves to determine
if we are in the faith (1 Cor. 13:5). Likewise, as employers, I
encourage to examine yourselves to determine if your current
wage and benefit system is reflective of the industry standard
around you. As leaders, we are to do what is right and fair for
those who serve us (Col. 4:1). The results of this survey will

help you to compare your wages to those of your competitors,
adjust your pay scales, determine if there are any issues
regarding benefits and salaries, and will help you provide a
more accurate cost of labor determination (Milkovich, Newman,
& Gerhart, 2017, p. 264).
There are two sections contained in this survey. The first
section will deal with basic employer information. The second
section will delve into compensation and benefits for the
benchmark positions that are identified. The Apostle Paul was
quick to point out that “whatever a man sows, he shall also
reap” (Gal. 6:7). As blessing for taking the time to complete
this survey, we will provide you with a free copy of its findings.
The hands of the diligent will lead to wealth (Prov. 10:4).
Please note that this survey is to capture data for only
experienced team members. Please do not calculate anyone who
is currently interning or in training. If your company measures
time off in days, please convert this information to hours. With
the unemployment rate hovering around 3% (dli.pa.gov), we
would be interested in creative methods you are using to retain
top performers. Please provide this information in the comment
section at the end of the survey (Miller, 2017).
Thank you for your participation,
Sincerely,
Business 440 Group 3 Liberty University
Part 1 Employer General Information
Company Name
Address
City
County
State

Zip
Website
Contact Name
Title
Phone
Extension
Email
1 -50
51-100
101-150
151-200
200-300
300 Plus
Employees
Private
Non-Profit
Not-For-Profit
Government

Organization Type
What Levels do you target
Below Market
At Market
Above Market
Base Salaries
Benefits
Total Compensation
Are your employees represented by a Union? Yes: _____
No: _____
Part II Benefits Information
1. Does your company offer shift differentials for 2nd & 3rd
shift employees?
2nd Shift: $________ Per hour
3rd Shift: $________ Per Hour
2. How is overtime paid for your employees?

1. After 8-hour day? Yes No Rate:
_____
2. After 40-hour week? Yes No Rate:
_____
3. After 80 hour pay period? Yes No Rate:
_____
4. Premium wage for weekends? Yes No Rate:
_____
5. Premium Wage for holidays Yes No Rate:
_____
3. Sick Day Policies:
1. Does your company offer sick time? Yes No
2. How much sick time is offered per year? _____
3. Do you allow sick pay to be carried over? Yes No How
many hours _____
4. What is the cap number of sick hours permitted to be
accumulated? _____
Paid Time Off (PTO) Policies:
1. Does your company offer PTO? Yes No
2. Do you allow PTO to be carried over? Yes No How many
hours? _____
3. What is the cap amount of PTO hours permitted to be
accumulated? _____
Years of Employment
less than 40 hours
40-80 hours
80- 120 hours
Less than 1 year

1 to 2 years
2 to 5 years
5 to 10 years
10 Plus
4. How many paid holidays are offered by your company in a
year? _____
5. Please list the holidays that you provide for your employees:
_______________ _______________
_______________
_______________ _______________
_______________
_______________ _______________
_______________
_______________ _______________
_______________
Health Insurance:
1. Does your company offer sponsored health care benefits?
Yes No
2. What type of plan do you offer?
a. HMO __________

b. PPO __________
c. HDHP __________
d. Other __________
3. Please provide employer/employee contribution to health
plans
Company Paid %
Monthly Premium
Employee Only
Family
4. Do you offer any of the following?
a. Life Insurance Yes No
b. Accidental death Yes No
c. Short term disability Yes No
d. Long term disability Yes No
Benchmark Position Wage Information
Benchmark Positions to be documented:
Nursing Assistant (C.N.A)
Licensed Practical Nurse (LPN)
Registered Nurse (RN)
Nurse Manager (Director of Nursing)
Social Worker
Position: Nursing Assistant______
Number employed Full Time:
____________________

Average seniority of incumbents
____________________
Is this an hourly wage position?
____________________
Entry-level wage for position
$___________________
Average hourly wage for position
$___________________
Average salary for position
$___________________
Wage percentage -vs- benefits package
___________________%
Wage Scale:
Experience
1
2 to 5
5 to 10
10 to 15
15 Plus
Hourly Rate
Position: Licensed Practical Nurse
____________________
____________________
Is this an hourly or salaried position?
____________________

$___________________
$___________________
$___________________
___________________%
Wage Scale:
Experience
1
2 to 5
5 to 10
10 to 15
15 Plus
Hourly Rate
Position: Registered Nurse______
____________________
____________________
____________________
$___________________
$___________________
$___________________

___________________%
Wage Scale:
Experience
1
2 to 5
5 to 10
10 to 15
15 Plus
Hourly Rate
Position: Nurse Manager _____
____________________
____________________
____________________
$___________________
$___________________
$___________________
___________________%
Wage Scale:
Experience
1
2 to 5

5 to 10
10 to 15
15 Plus
Hourly Rate
Position: Social Worker________
____________________
____________________
____________________
$___________________
$___________________
$___________________
___________________%
Wage Scale:
Experience
1
2 to 5

5 to 10
10 to 15
15 Plus
Hourly Rate
References
Bénabou, R., & Tirole, J. (2016). Bonus Culture: Competitive
Pay, Screening, and Multitasking. Journal of Political

Economy, 124(2), 305-370. https://doi-
org.ezproxy.liberty.edu/10.1086/684853
Caju, P. D., Kosma, T., Lawless, M., Messina, J., & Room, T.
(2015). Why Firms Avoid Cutting Wages: Survey Evidence
from European Firms. IRL Review. 68(4). 862-888. Retrieved
from https://journals-sagepub-
com.ezproxy.liberty.edu/doi/full/10.1177/0019793915586973?ut
m_source=summon&utm_medium=discovery-provider
dli.pa.gov (Ed.). (2019, April). York County Profile. Retrieved
April 19, 2019, from
https://www.workstats.dli.pa.gov/Documents/County%20Pr
ofiles/York%20County.pdf
Dozier, A. How Much do Salary Surveys Cost? Helios HR.
Retrieved from https://www.helioshr.com/2013/12/how-much-
do-salary-surveys-cost/
Labor News Release. (2019). Employment Cost index Summary.
Bureau of Labor Statistics. Retrieved from
https://www.bls.gov/news.release/eci.nr0.htm
Milkovich, G. T., Newman, J. M., & Gerhart, B. A.
(2017). Compensation (12th ed.). New York, NY: McGraw-
Hill. ISBN: 9781259991851.
Miller, S. (n.d.). 2018 Pay Forecasts: Flat Salary Increase
Budgets Create Winners and Losers. Retrieved April 19,
2019, from https://www.shrm.org/resourcesandtools/hr-topics/
compensation/pages/salary-budget-winners-and-losers-
.aspx
National Center for O*NET Development. 21-1022.00 -
Healthcare Social Workers. O*NET
OnLine. (2019). Retrieved from
https://www.onetonline.org/link/summary/21-1022.00
(n.d.). Retrieved from
https://swz.salary.com/SalaryWizard/Certified-Nursing-
Assistant- Nursing-Home-Salary-Details-Chesapeake-
VA.aspx?hdcbxbonuse=off&isshowpiechart=true&isshowjo
bchart=false&isshowsalaryd
etailcharts=false&isshownextsteps=false&isshowcompanyf

ct=false&isshowaboutyou=fal se
SHRM. (2019). Job Descriptions. Retrieved from
https://www.shrm.org/ResourcesAndTools/tools-and-
samples/job-
descriptions/Pages/cms_001327.aspx
Singh, S.K., & G., S. (2010). Benchmarking Industry Practices
in Sales HR in India. Indian Journal of Industrial Relations,
46 (1), 165+. Retrieved from
https://link.galegroup.com.ezproxy.liberty.edu/apps/doc/A
235631670/AONE?u=vic_libe rty&sid=AONE&xid=b529c0c3
United States Department of Labor. Bureau of Labor statistics.
(2019). Retrieved from
https://www.bls.gov/oes/current/oes211022.htm

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