1. Understanding international compensation begins with the recogn.docx

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1. Understanding international compensation begins with the recognition of differences and similarities, along with figuring out how to best manage them. How people get paid around the world depends on variations. There are five contextual factors believed to be relevant in international compensation. Identify and discuss these factors and variations. (250 Words) 2. Identify and describe those classified as special groups in compensation. Discuss the components of an executive compensation package. (250 Words) 3. Pay differences are noted amongst different job classifications within the organization. There are different pay levels and benefits associated within these classifications. What is a contingent worker? Are companies better off hiring contingent workers than hiring regular employees? (125 Words) PLEASE USE THE FOLLOWING AS REFERENCE WITH IN-TEXT CITATION Reference: Milkovich, G. T., Newman, J. M., & Gerhart, B. (2014). Compensation (11th ed.). New York, NY: McGraw-Hill/Irwin .

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1. Understanding international compensation begins with the recogn.docx

This document discusses executive compensation and lessons learned from past practices. It provides background on compensation of chief executives, particularly in the United States. Key issues discussed include the many parties involved in executive compensation decisions, long-term rewards not tied to performance, and public outrage over large severance packages. The Dodd-Frank Act aimed to increase shareholder input and tie compensation more closely to performance. While reforms addressed some issues, questions still remain around justifying pay gaps and potential unintended consequences of performance-based compensation.

Essay on executive compensation

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DBMotivation can either be internal or external and depends on.docx

randyburney60861

1) Protection of one domestic industry can harm another if it limits international trade. For example, protecting US steel may help steelworkers but hurt manufacturers that rely on steel as an input. 2) Comparative advantage is more important than absolute advantage for trade because it considers opportunity costs. A country is better off specializing in industries where they have lower relative production costs rather than trying to produce all goods domestically. 3) The discussion highlighted how considering total costs and comparative advantages can lead to greater profitability compared to focusing only on short-term cheaper options. This lesson about taking a broader view can be applied when making management decisions about budgets and investments.

Reply to 2 these 2 posts. Attempt to draw a parallel between these .docx

pearlenehodge

Reply to 2 these 2 posts. Attempt to draw a parallel between these individual posts and my own post. Minimum of 2 external references for each response.Must be at least 250 words for each response. Here is the textbook: Martocchio, J. (2015). Strategic Compensation: A Human Resource Management Approach. Upper Saddle River: Pearson Education, Inc. (textbook) #1 Robbie Davis Performance Appraisal Process Conducting Performance Appraisals as mentioned in our text, is a company’s way of telling employees what is expected of them and how well they are meeting these particular expectations. Mostly, businesses set general guidelines for employees to follow, and then the employee should be acknowledged for following these particular guidelines. Many companies decide to conduct to performance appraisals to gather information on the how the employee performance ranks against other employees. One way that Performance Appraisals could be used within a company is to provide monetary bonuses to employees that meet goals and expectations. HR Managers and other direct supervisors should be able to come up with numerous ways to measure the employee’s job performance. It has been clearly shown that employees perform better when they feel appreciated and acknowledged for a job well done. McCarthy (2000) mentions that “By focusing on specific job-related issues, there is less likelihood of the reviewer being swayed by irrelevant information such as personality or personal background. It can also prevent situations where the employee is unfairly rated on issues that are out of his or her control” (pg.23) When applying this particular knowledge of performance appraisals, management would then can be confident in the fact that the appraisals that are completed are done correctly and without any bias. After now having more information from our reading on this particular human resource function, there are many different issues that can come along with performing employee appraisals. In relation to this week’s readings, there are always going to be challenges when it comes to making sure that employee performance appraisals are done correctly and without any type of bias. Washington (2008) mentions that “Hidden bias also can leave employers vulnerable to shifting demographics. Labor estimates show U.S. employers will face a shortage of skilled workers by 2010, and organizations that allow hidden biases to infiltrate personnel decisions won't succeed” (pg. 8). No company can perform these types of performance analysis without having some form of bias. HR managers and other managers alike should be using the scripture to help guide the companies process of performing these analysis. Titus 2:7-8 states “In everything set them an example by doing what is good. In your teaching show integrity, seriousness 8 and soundness of speech that cannot be condemned, so that those who oppose you may be ashamed because they have nothing bad to say about us” (ESV.

Healthcare is a major topic of interest. The cost of healthcare is.docx

josephineboon366

Healthcare is a major topic of interest. The cost of healthcare is increasing and employers have to determine what is best for the employees, while maintaining the company budget. Discuss the difference between the Health Maintenance Organization (HMO), Preferred Provider Organization (PPO), Point-of-Service Plan (POS), Health Reimbursement Arrangements (HRAs) and Health Savings Accounts (HSAs). (320 Words) Employee benefits have become very important to many employees. When benefits are cut, employees can become disgruntled and feel cheated. Many employees do not realize or understand the difference between the benefits required and miscellaneous benefits. Identify and explain in detail those benefits that are mandated/required for employers to offer employees. (320 Words) Need in-text citation from the following reference: Milkovich, G. T., Newman, J. M., & Gerhart, B. (2014). Compensation (11th ed.). New York, NY: McGraw-Hill/Irwin. .

Au Psy492 M6 A2 Green P.Doc

pgreengg3

Organizations can motivate employees through various rewards and appraisals. Effective strategies include linking rewards to results, offering specific praise for good work, and including employees in safety policy decision-making. Motivation improves productivity but must consider the organization's culture and workforce. While monetary bonuses can motivate in the short-term, recognition and developing employee pride in their work provides longer-term motivation. Employers should assess different motivational techniques and choose those aligned with their values and the needs of their specific workforce.

Employee Selection

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Please reply to Donald and Gwedolyns discussions 1 and 2 below

velmakostizy

Please reply to Donald and Gwedolyns discussions 1 and 2 below: #1 Donald- Contigent Workers Discussion: Our textbook states that,"contingent workers1 are those who do not have an implicit or explicit contract for ongoing employment. Persons who do not expect to continue in their jobs for such personal reasons as retirement or returning to school are not considered contingent workers, provided that they would have the option of continuing in the job were it not for these reasons"(Martocchio, J.J. (2017). When a company needs to cut costs on the labor force and increase efficiency they hire contingent workers, they are competitive and effective workers that help companies achieve their goals. The way they are paid is different, part time can only work 35 hours a week with no benefits. Working part time can also receive a retirement program as long as they have worked 1,000 hours over a 12 month period and they have to be 21. Contingent workers usually dont last over a year, they are hired as the regular workers are on vacation and they are paid from the company that hired them. Temporary workers also fill in the gaps, they are also extras when a business peaks and the company needs extra hands to makes quotas and companys goals. Martocchio, J.J. (2017) states that," independent contractors, freelancers and consultants establish working relationships with companies on their own rather than through temporary employment agencies or lease companies. Traditionally, independent contractors typically possess specialized skills that are in short supply in the labor market. It is estimated that 34 percent of the U.S. workforce qualify as freelancers". The impact that it has on an organizations compensation plan is that companys can terminate contingent workers easily, as a rule they understand that this is a limited deal and the compensation costs are lower than a regular workforce commands. Martocchio, J.J. (2017). Strategic compensation: A human resource management approach (9th Edition). Hoboken, New Jersey: Pearson Education, Inc. ISBN 978-0-13-432054-0 #1 Gwendolyn Contigent Workers Discussion- Workers who do not have an implicit or explicit contract for an on-going job are called contingent workers. Contingent workers fall under five groups of employees – part-time, temporary, on-call, leased employee arrangements, and independent contractors (Martocchio, (2011). Companies are always looking for ways to cut cost, increase efficiency, and perform competitively so they hire contingent workers. Contingent workers can be an effective tool for a company to achieve their goal. The way that contingent workers are paid varies. As a rule, part times workers can only work 35 hours a week and even though the companies that work contingent workers part time are their legal employers, they do not offer them benefits. People who work part-time can get retirement programs of they have worked 1,000 hours over a 12- ...

OL 211 Module Five 1 Module Four explored various aspects of performance management. This module takes the next step by looking at employee compensation, which is often in part driven by an employee’s performance appraisal. But compensation means much more than just an hourly wage or salary. HR leaders know that to remain competitive, organizations need to think strategically in terms of all forms of compensation. Being strategic with employee compensation will determine the kind of employee a business will attract, allowing it to compete successfully for the best people (Lister, 2015). As Snell, Morris, and Bohlander observe, “Developing a compensation strategy requires that the organizational objectives are first analyzed. What does the company want to be known for?” (2015, p. 346). Some companies strive to have the highest pay in their industry, believing this approach will enable them to attract and retain the best talent. Others choose to fall somewhere in the middle, while the rest intentionally pay under the market rate, often attempting to have their benefit package make up the difference. But external comparisons are not the only consideration. Employers need to be mindful of three forms of pay equity impacting employee perception:  External equity: Employees compare their pay level to others doing similar work for different employers  Internal equity: Employees assess how their pay compares to others in different positions in their organization  Individual equity: Employees compare themselves to co-workers in their organization with the same job title (Snell, Morris, & Bohlander, 2015, p. 350). Attracting and retaining key talent requires that HR leaders and senior management do their best to balance all three forms of pay equity. For employers with a decentralized hiring process, it can be especially difficult to achieve internal equity when there is no oversight of new hire pay rates by HR staff. Other forms of compensation are typically left to the organization’s human resources staff to develop and maintain. The U.S. Bureau of Labor Statistics reported in March 2015 that 2 OL 211 Module Five private industry employers spent an average of $31.32 per hour worked for total employee compensation. Wages and salaries accounted for just under 70 percent of these costs, while averaged benefits represented slightly more than 30 percent (Bureau of Labor Statistics, 2015). Take a moment to reflect on this statistic using your own job. Using the 30% average, what is your benefit package worth? Does the figure surprise you? If so, you are not alone. Benefits consultants advise employers to educate employees on the value of their benefit offerings. A good example of a company that realized it needed to heed this counsel is Credit Suisse. The value of its benefit package put the company in the top 75th to 80th percentile, yet an employee engagement sur ...

Essay On Employee Engagement

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Employee relations involves maintaining relationships that contribute to productivity, motivation and morale. A key part of employee relations is preventing and resolving workplace problems involving individuals. To develop an effective employee relations strategy, an organization should integrate job performance and training. Performance management challenges include ensuring feedback flows both to managers on organizational results and to employees on individual performance. Leadership training can help address challenges in providing objective and constructive performance feedback.

Unit V Lesson Notes It is understood that a labor union is an.docx

marilucorr

Unit V: Lesson Notes It is understood that a labor union is an organization that acts as a filter between its members and the organization in which the members are employed. It has also been identified that the main purpose of labor unions is to give employees the opportunity and power to negotiate for better working conditions, decent wages, and other benefits through collective bargaining. Now that the foundation of collective bargaining has been laid, it is now time to look a little further into some of the issues that employees bargain for. Whether working in a union or non-union environment, what would be one of your major concerns with employment? When addressing this question, many of you would probably state “compensation/wages” would be the main topic of interest. Sure, there are other perks that you would look for; however, most would not consider employment or would consider leaving current employer for better wages. According to the textbook, “wages and benefits represent the heart of the collective bargaining process. Guarantee of a certain standard of living and a reasonable return for their productive efforts is the major concern for most union members” (Carrell & Heavrin, 2013, p. 278). This second part of this statement can be said to be true for non-union workers as well. Although there are similarities among non-union and union environments, there are differences in how wages and benefits are determined and implemented. Non-Union Environment: Most non-union employees do not have the opportunity to negotiate their wages. Most of these organizations have a set pay rate or pay range for all positions. Many organizations conduct job analysis and job evaluations to determine appropriate pay rates. When offered a job, some may try to negotiate on the front end with the hiring manager and/or human resources a certain pay rate. Sometimes, the employee does succeed and the organization may meet the applicant half-way or offer a little more to display true interest in the applicant. However, there are some organizations that will not budge and the applicant would be forced to accept or decline the offer. Even if the applicant does accept the offer, there may be limits on how often raises are given or if they are given at all. Based on experience, sometimes the applicant will accept the job and continue to look at organizations that offer better wages and benefits. Unlike union environments, wages can also differ tremendously among individuals who have the same job title and perform the same duties. This can have a major impact on the organization. Union Environment: Wages within union environments are negotiated. Pay rates/ranges, along with pay raises, are determined and outlined within the collective bargaining agreement. The pay rates/ranges are set for each job covered under the agreement. Many organizations will conduct job evaluations, wage surveys, and other methods when making wage decisions. Management must look ...

2 repliesAssertions for each thread must be supported with at leas.docx

LyndonPelletier761

2 replies Assertions for each thread must be supported with at least 2 citations in current APA format. You must also post 2 replies of at least 250 words each. Each reply must also cite at least 2 different sources for each reply. 1) According to Martocchio (2015) paid time off consists of specific times that the company allocates for employees based on certain conditions (p. 209). The types of these events differ by occurrence but they all share in common a necessity to have time off. Namely, they encompass particular moments and reasons that employees can take time off for. Specifically, the author lists times such as holiday, vacation, sick leave, personal leave, jury duty, funeral leave, military leave, travel time, rest period, lunch period, integrated paid time off, volunteerism and sabbatical leave (p. 209). Although most companies offer some type of paid time off policy, the types of policies that companies approve varies. In particular, some companies have paid time off banks. This refers to time off policies being combined into one without forcing the employee to justify the reason for taking time off (p. 209). In doing so, the author argues, companies enable employees to feel more freedom and at ease with taking time off. In general, time off has been seen as a time for employees to unwind and motivation. Altmann & Suess (2015) argue that “by offering temporary time off programs, companies aim at increasing their employer attractiveness. However, little is known about whether temporary time off programs increase the attractiveness of employers” (p. 282). In other words, companies view paid time off as a means to bring more workers into their offices. Presumably, companies believe their current programs do not do enough. As a result, if they increase their offerings, employees will feel more appreciated. The authors make sure to stress that paid time off has not been studied in its ability to attract employees to the company. However, the belief that this thought is accurate seems pervasive. On one hand, paid time off does seem to motivate employees. One employee states that “to me, having a generous vacation package provides me the time I need to believe I really live” ( Emond,2016, p.75). The sentiment that paid time off allows for more time of the employee to dedicate to themselves and goals is an important note. For instance, the employee also states that it allowed her to put her time towards earning a master’s degree and also to vacation (p.75). The idea that paid time off applies to a whole myriad of employee goals. In some ways, the idea of paid time off can be considered a form of compensation for the time that the employee has put into the company. All in all, there are two types of paid time off. Specifically, the paid time off which has been separated into specific times employees can take time off for and an all-encompassing bucket of time that does not require justification. Employers seem to.

compensation Benefits.doc

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This document discusses compensation and benefits at IBM. It outlines the different components of IBM's total compensation package, including base pay, performance bonuses, stock purchase plans, and healthcare benefits. It emphasizes that IBM aims to attract, retain, and motivate employees by offering competitive cash compensation tied to individual and company performance, as well as flexibility and work-life balance programs. The overall message is that IBM believes in rewarding and appreciating employees as key to business success.

Human Resources

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Ways of Employee Retention in an Organization

Sassy Nasa

111021, 137 PM Commentary - HRMN 395 7381 The Total Rewards

BenitoSumpter862

11/10/21, 1:37 PM Commentary - HRMN 395 7381 The Total Rewards Approach to Compensation Management (2218) https://learn.umgc.edu/d2l/le/content/615465/viewContent/22667815/View 1/19 Module 2: Core Elements of Monetary Rewards Topics Topic 1: What are Monetary Rewards? Topic 2: Key Elements of Analysis and Documentation Topic 3: Assessing and Rewarding Performance Topic 4: Regulatory Aspects of Monetary Rewards Topic 5: Philosophy of Market Positioning and Link to Total Rewards Topic 6: Conclusions Topic 1: What are Monetary Rewards? The total rewards approach to compensation management is strategically planning a targeted reward package to successfully attract, retain, and motivate segmented populations of employees who possess the requisite knowledge, skills, and abilities (KSAs) needed to achieve the organization's objectives. Table 1.2 in module 1 illustrates the interdependent relationship of the components of the total rewards approach to compensation. The table shares the three major components of total rewards, including the monetary, non-monetary, and other elements of the work experience, which combine strategically for the total rewards philosophy for the organization. Column 1 in Table 2.1 below shares many of the monetary rewards organizations offer today and will be described in this module. https://leocontent.umgc.edu/content/umuc/tus/hrmn/hrmn395/2218/modules/m2-module-2/s3-commentary.html?ou=615465#I https://leocontent.umgc.edu/content/umuc/tus/hrmn/hrmn395/2218/modules/m2-module-2/s3-commentary.html?ou=615465#II https://leocontent.umgc.edu/content/umuc/tus/hrmn/hrmn395/2218/modules/m2-module-2/s3-commentary.html?ou=615465#III https://leocontent.umgc.edu/content/umuc/tus/hrmn/hrmn395/2218/modules/m2-module-2/s3-commentary.html?ou=615465#IV https://leocontent.umgc.edu/content/umuc/tus/hrmn/hrmn395/2218/modules/m2-module-2/s3-commentary.html?ou=615465#V https://leocontent.umgc.edu/content/umuc/tus/hrmn/hrmn395/2218/modules/m2-module-2/s3-commentary.html?ou=615465#VI 11/10/21, 1:37 PM Commentary - HRMN 395 7381 The Total Rewards Approach to Compensation Management (2218) https://learn.umgc.edu/d2l/le/content/615465/viewContent/22667815/View 2/19 Table 2.1 Three Elements of the Total Rewards Model Monetary Rewards Non-monetary Rewards Work Experience Base Pay Income Protection Benefits Values of the Organization Variable Pay Medical Insurance Community (Individual and Organizational) Merit and Cost of Living Increases Vision and Dental Recognition Retirement Savings Disability Training and Development Performance Feedback Life Insurance Promotions Deferred Compensation Paid Time Off Sense of Accomplishment Day Care Employee Assistance Program Health Related Programs Tuition Assistance Monetary Rewards Monetary rewards are, unmistakably, a vital element of total rewards. Christofferson & King (2006, p. 27) describe mometary rewards as "the pay provided by an employer to an employee for services rendered ...

111021, 137 PM Commentary - HRMN 395 7381 The Total Rewards

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HR, 3eAngelo S. DeNisi, Ricky W. GriffnThe amount of value.docx

wellesleyterresa

HR, 3e Angelo S. DeNisi, Ricky W. Griffn The amount of value people create for an organization and what the organization gives them as compensation for that value are important determinants of organizational competitiveness. If employers pay too much for the value created by workers, then profits (and hence competitiveness) will suffer. But if they pay too little or demand too much from their workers for what they are paying, they will suffer in different ways: lower-quality workers, higher turnover, or employee fatigue and stress. Clearly, then, managing compensation and benefits are important activities for any organization. And just as clearly, Nucor managers have a keen understanding of the relationship between worker compensation and company performance. Compensation and benefits refer to the various types of outcomes employees receive for their time at work. Compensation is the set of rewards that organizations provide to individuals in return for their willingness to perform various jobs and tasks within the organization. Benefits are the various rewards, incentives, and other items of value that an organization provides to its employees beyond wages, salaries, and other forms of financial compensation. The term total compensation is sometimes used to refer to the overall value of financial compensation plus the value of additional benefits that the organization provides. Compensationis the set of rewards that organizations provide to individuals in return for their willingness to perform various jobs and tasks within the organization. Benefitsgenerally refer to various rewards, incentives, and other things of value that an organization provides to its employees beyond their wages, salaries, and other forms of direct financial compensation. In this chapter, we cover the basic concepts of compensation and benefits. We start by examining how compensation strategies are developed, and then we turn to the administration of compensation programs and how organizations evaluate their compensation programs. We look at benefits, discussing the basic reasons for benefit plans and describing different types of benefit plans typically found in organizations. Next we consider the often controversial topic of executive compensation, discussing the basic components of executive-compensation packages and why they are so controversial. We conclude with a discussion of legal issues associated with compensation and benefits and the ways in which organizations can evaluate their compensation and benefit programs. 9-1 DEVELOPING A COMPRATION STRATEGY Compensation should never be a result of random decisions but instead the result of a careful and systematic strategic process.3 Embedded in the process is an understanding of the basic purposes of compensation, an assessment of strategic options for compensation, knowledge of the determinants of compensation strategy, and the use of pay surveys. 9-1a Basic Purposes of Compensation Compensation has several f ...

12Incentive PayMedia LibraryCHAPTER 12 Media LibraryPREM.docx

aulasnilda

12 Incentive Pay Media Library CHAPTER 12 Media Library PREMIUM VIDEO HRM in Action Incentive Pay LICENSED VIDEO Pay for Performance Bonuses LEARNING OBJECTIVES After studying this chapter, you should be able to do the following: 12-1. Discuss the major reasons why companies use incentive pay.PAGE 425 12-2. Identify the advantages and disadvantages of both individual and group incentives.PAGE 427 12-3. Briefly discuss options for individual incentives.PAGE 431 12-4. Briefly discuss options for group-based incentives.PAGE 439 12-5. Discuss the major reasons why incentive plans fail and the challenges involved.PAGE 443 12-6. Identify the guidelines for creating motivational incentive systems.PAGE 445 12-7. Discuss the issue of executive compensation and how the major provisions of the Dodd-Frank Act affect the issue.PAGE 449 12-8. Briefly discuss the question of whether incentives improve performance and some options available for incentivizing employees other than knowledge workers.PAGE 453 CHAPTER OUTLINE Incentive Compensation Why Do We Use Incentive Pay? Individual or Group-Based Incentives? Individual Incentives Group Incentives Options for Individual Incentives Bonus Commissions Merit Pay Piecework Plans Standard Hour Plans Giving Praise and Other Nonmonetary Incentives Options for Group Incentives Profit-Sharing Plans Gainsharing Plans Employee Stock Ownership Plan (ESOP) Stock Options and Stock Purchasing Plans Failures and Challenges in Creating Incentive Pay Systems Why Do Incentive Pay Systems Fail? Challenges to Incentive Pay Systems Guidelines for Creating Motivational Incentive Systems Executive Compensation Too Much or Just Enough? The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 Executive Incentives Short-Term Versus Long-Term The Goal of Executive Compensation Trends and Issues in HRM Does Incentive Pay Actually Improve Performance? Comprehensive Pay and Incentive Programs Aren’t Just for Highly Skilled Employees p.425 Practitioner’s Perspective Cindy reflects: Whether the economy is up or down, your star employees can always find another job. This keeps HR departments looking for ways to keep their best employees motivated and engaged in their positions. One of Cindy’s colleagues, Terry, is a big advocate of incentive pay. “We need to look at ways to reward our exceptional employees now without expanding our base labor costs into future years,” Terry said at one of their strategy meetings. “I’ve seen evidence to support the case that employees work harder if they know they have a fair chance of being rewarded for that extra effort.” “Well, I’ve heard lots of complaints against incentive pay,” says Bill, another member of their department. “I’m not sure we want to open our compensation program to those issues.” Is incentive pay a good idea? The pros and cons plus the methods of implementation are detailed for your consideration in Chapter 12. INCENTIVE COMPENSATION LO 12- ...

Attitude Formation of Benefits Satisfaction: Knowledge and Fit of Benefits

Waqas Tariq

Using the theoretical framework of the Theory of Reasoned Action [6], we examine benefits satisfaction as an attitude formed by the beliefs about benefits (i.e., benefits knowledge) and the perceived value of these benefits (i.e., fit of benefits to individual needs). We use questionnaires to gather data from a random sample of 591 employees in a large county agency in the South-eastern United States. The data support that knowledge of benefits is associated with enhanced benefits satisfaction and mediates the effect of explanations about benefits on satisfaction. The results provide strong evidence that benefits perceived to suit employee needs generate highest benefits satisfaction. Employees satisfied with their benefits are less likely to consider leaving the organization. The tested model is a starting point for future studies to apply the extended Theory of Reasoned Action [1] and incorporate perceived behavioural control and subjective norms (i.e., co-workers’ attitudes) in forming benefits satisfaction. Understanding employees’ affective and cognitive reactions to compensation, including benefits, can render better practices. Companies should use information campaigns to improve employee beliefs about benefits. Better attentiveness to individual needs and preferences can maximize the utility of a benefits plan and improve its acceptance. We replicate and extend past research in a parsimonious model of benefits satisfaction with a random sample of public sector employees.

Unit-I.pdf compensation and Benefit analysis

HimanshuVaishnaw1

This document discusses compensation and equity theory. It defines compensation as financial and non-financial rewards given to employees for their services. Equity theory holds that employees strive to maintain fair ratios between their own inputs and outcomes compared to referent others. When employees perceive inequity, they may distort inputs, change referents, or leave the organization. The document outlines factors affecting compensation systems, types of rewards, and consequences of inequity.

BUSI 440Case Study Forum InstructionsInstructions You are r.docx

RAHUL126667

BUSI 440 Case Study Forum Instructions Instructions: You are required to submit 2 replies during each discussion, and each post must include proper spelling and grammar – 250 word minimum. · All replies must address the major points of the question posed and be supported by: · Reading & Study Materials (2 citations in current APA format required). · Integration of 1 or more biblical principles. · Pertinent, conceptual, or personal examples. · Thoughtful analysis (considering assumptions, analyzing implications, comparing/contrasting concepts). · Clarity must be brought to issues being discussed and each reply must relate issues to 1 or more biblical principle and experience. Topic: If you were on the Health Benefits Committee of Quality Auto Parts, in the Nikomo, Fottler, & McAfee: Case Reading: Controlling Employee Benefit Costs, how would you describe the nature and causes of the employee health insurance cost problem? What information should be gathered and reviewed before making a recommendation? Explain and discuss your answer. Textbook: Nkomo, S., Fottler, M., & McAfee, R. (2011). Human resource management applications: Cases, exercises, incidents and skill builders (7th ed.). Mason, OH: South-Western Publishing Co. Student 1: Quality Auto Parts, an automotive manufacturer, is faced with a problem. The company wants to provide their employees with exceptional benefits as they have been known to do, but need to do so in a way that is cost effective. Unfortunately, the rising cost of health insurance and struggling economy makes it difficult to do so. John DeCarlo, the CEO for the company found out, “the total employee health insurance costs increased from $4,680 per employee per year in 2000 to $9,869 in 2010” (Nkomo, Fottler & MAfee, 2011, 234) and costs continue to rise. The company must determine the best way to continue offering benefits in a cost-effective manner. In order to determine the best plan of action for the organization, John DeCarlo creates a committee to look into its options. The group has multiple options to consider. For the Health Benefits Committee to make an educated recommendation, additional information needs to be obtained and reviewed. Each option which the group is asked to consider needs to have details provided with regards to cost and the actual coverage entailed. In addition to obtaining information on each of the options available, the organization should also consider researching its competitors to determine what they offer and how they structure their plans. “One of the best strategies for determining external equity is to conduct a benefit survey. Alternatively, many consulting organizations, professional associations, and interest groups collect benefit data that can be purchased. Perhaps the most widely used of these surveys is the annual benefit survey conducted nu the U.S. Chamber of Commerce. The Employee Benefit Research Institute is also a first-rate source for benefits information” (Mil ...

Answer 1Answer 7Title.docx

rossskuddershamus

Answer 1 Answer 7 Title Author Institutional Affiliation 1. Human resource manager use motivating force plot so as to support and also advertise particular conduct and activities. A prime requirement for some organizations is to profit from diligent work from persuaded workers. Roused workers have a high inclination of showing superior and to responsibility to their firm. HRM should along these lines focus a remuneration structure which meets the elevated requirements of representatives and the particular case that will fit the way of the association. Motivation Pay is a piece of Employee inspiration program that I as a HR Manager at an organization ought to apply. Motivations could be Financial, semi- monetary or non-money related Incentive pay comes in three structures: bunch motivators, singular motivating forces and additionally companywide impetuses. The destination of my impetus arrange in organization affirmations office is to achieve a most extreme understudy confirmations come about that has been upgraded by the laborers.( Mark L. Lengnick-Hall (2009)) Bunch motivation As a HR supervisor, I will consider bunch motivating force arrangements to remunerate and persuade the affirmations group execution in gathering genuine organization target and objectives. My gathering motivator arrangements will work to guarantee that all parts of the confirmation group have some positive effect on accomplishing the group's affirmation target and parts make equivalent and critical commitments to gathering the set targets. The Team-based motivation arrangements will compensate each individual part for the group's achievement of Company confirmation objectives. I will consider Gain offering arrangements to compensate affirmation group for acquiring objectives that will help expanded confirmations through better client administration, enhanced execution, and enhancements in client relations. I will settle the term of impetus to hold workers the centering. The workers ought to be constantly reminded about the group’s objective so as not to dismiss their point. The real focal point of bunch's motivating forces is to guarantee that the quest for individual execution objectives won't help undesirable rivalry inside the affirmations staff Sorts of bunch's motivating forces will incorporate administration impetuses, piecework arranges and also behavioral support plans. The workers will be roused on the premise of compensation or rewards on the achievement of organization focuses from execution to behavioral. (Y Yanadori (2013)) 1. Motivator pay will be focused around the expand on number of understudies being enlisted by the confirmation group from the past affirmation aggregate number of understudies selected This would help in spurring the group of workers to enlist more number of understudies by taking proactive measures as swell as being productive and dedicated. 2. Capabilities and additionally scholarly foundation of under.

Week Four Learning Outcomes OMM618 Human Resources Management (MF.docx

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Week Four Learning Outcomes OMM618: Human Resources Management (MFG1322B) This week students will: 1. Examine employee compensation factors, including direct financial payments and indirect payments. 2. Summarize the key attributes of a healthy ethical culture within an organization. Readings Read the following chapters in: A Framework for Human Resource Management: 1. Chapter 7: Compensating Employees 2. Chapter 8: Ethics and Fair Treatment in Human Resource Management Discussions To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation: 1. Acme Manufacturing Answer the questions to the case, "Salary Inequities at Acme Manufacturing," at the end of Chapter 7. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students' postings. 2. Ethics and Organizational Culture Answer the questions to the case, "Enron, Ethics, and Organizational Culture," at the end of Chapter 8. Include at least one outside source supporting your answers. Explain your answers in 200 words. Respond to at least two of your fellow students' postings. Assignments To complete this assignment, go to this week's Assignment link in the left navigation: Incentive Plans Research and discuss at least two different types of incentive plans discussed in the text. Highlight the possible advantages and disadvantages of each. Find at least two articles through ProQuest that discusses incentive payment plans. Summarize your findings in a 3-5 page paper. Be sure to properly cite your resources using APA style. Week 2 in Review An examination of Trilogy provided insight into the complexities of various approaches to recruitment -- and the importance of incorporating recruitment into organizational strategies. From an HR perspective, the strategy involves many intra-related and inter-related aspects, such as job description, job analysis, recruitment methodologies, legal requirements, and a planned and cultivated organizational culture. It is all about Hiring Right! It is all about aligning organizational goals with individual goals to arrive at a place where work effort matches work productivity. Culture is the environment people work in, it’s the element that shapes your enjoyment, work relationship and work process. Culture is made up of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people (Heathfield, 2011). The employees at Trilogy all share similar interests and passions about their job, which means that working as a team would not be problematic. Trilogy has created an organizational culture that represents decision making, daily work practice, stories and legends. Heathfield, S.M (2011) Culture: Your Environment for People at Work. Retrieved on June 29, 2011, from http://humanresources.about.com/od/organizationalculture/a/culture.htm It is important to note that organizational culture should be devel.

Compensation and Human Theory A close look at all the t.docx

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Compensation and Human Theory A close look at all the theories of human motivation reveals a common driving principle: people do what they are rewarded for doing. This has been termed "the greatest management principle in the world." Reinforcement, expectancy, and goal setting describe how to motivate people. Hence they are also called the "process theories." Rewards are both intrinsic—that is feeling good about an accomplishment— and extrinsic—that is being recognized for an accomplishment. Compensation is part of the mix of rewards for employees. David McClelland’s early studies showed that receiving a bonus or salary increase had a short-term positive effect. Withholding a bonus or salary increase had a long-term negative effect. Pay satisfaction is comprised of four elements: the level of pay and benefits, the extent to which workers perceive their earnings are fair or deserved, comparisons with other people’s pay, and noneconomic satisfactions such as intrinsic satisfaction with the content of one's work. Compensation is a topic near and dear to every employee. Companies are learning that sharing the economic gains of reaching targets helps employees stay motivated to reach increasingly difficult goals. For example, PepsiCo has instituted a program called "SharePower" that makes all employees—not just a select group of senior executives— who work at least 1,500 hours per year and who are employed by Pepsi for 1 year or longer, eligible for stock. Since its introduction, stories abound at Pepsi about how employees have gone the extra mile to serve customers. When HR professionals help employees see that a particularly demanding project or exercise will result in economic payback for the employee, the employee is likely to work harder. With a clear line of sight between work and reward, employees may cope better with increased demands. Financial incentives, in order to be effective, must be clearly linked with desired outcomes. For example, in one banking call center, management rewarded employees who had shorter time per call averages because they were able to take more calls. The employees strove to have shorter online times each day. Unfortunately, they often did not complete customer requests and customers had to call several times to get a request completed or problem solved. Call volumes in the center went up dramatically, and customer satisfaction with the call center service went down. The plan was changed once management determined they had created the problem. Benefits and services are a major ingredient in employee compensation. Estimates are that on average, benefits as a part of payroll are 41%. The overall benefits plan of a company is also an important element in employee retention. Each plan is designed for the specific company and its unique situation, although there are many similarities within industries. As part of the corporate downsizings, many companies outsource their bene.

I need someone to complete the replies for these two posts. I had so.docx

evontdcichon

I need someone to complete the replies for these two posts. I had someone else working on it, but they did not meet the deadline, so now my assignment is late. Be certain you acknowledge their interest and support it with at least 2 scholarly references other than the course textbook that identify the importance of their chosen topic. For instance, if a classmate posted that they want to know more about the Fair Labor Standards Act, your reply might include an example of how FLSA impacts organizations and a second that identifies a current issue for organizations with respect to the FLSA (minimum two external references). of at least 250 words each. Each reply must also cite at least 2 sources. Must be in APA format, no plagiarism. Textbook: Martocchio, J. J. (2015). Strategic compensation: A human resource management approach (8th ed.). Pearson. 1) This week’s forum is a two-part forum. Part one asks each student to reevaluate the answer given during Case Study 1 using the knowledge gained from the Week 3 course reading. The second part asks each student to identify a topic from the week 3 reading to summarize while providing resource material to reinforce the topic. Part one The case study that discussed whether the shift supervisors at Jones Department store should be classified as exempt or non-exempt employees was an exercise in evaluating the reasons for the manager’s decision to classify the position as exempt, determine the factors considered in making that decision, and to discuss the merits of the decision based on the requirements on classifying the position in accordance with the Fair Labor Standards Act (FLSA). Though it would seem the position may not have met the standards to be classified as exempt, Amy had classified the position as exempt. If the position were to remain in an exempt status, which benefits the company by saving on overtime cost, Amy could satisfy her shift leaders by adopting a person focused pay plan. A person focused pay plan is one in which employees are rewarded for acquiring job-related competencies, knowledge and skills (Martocchio, 2015). Shift leaders are considered by Jones Department Store to be a part of the management team, even though a portion of their role requires manual labor. The type of reward system encourages shift leaders for developing their knowledge and skills which offers the company a higher caliber of shift leader better versed in management while providing additional pay to the shift leader. This type of plan would likely have satisfied Jane because she would have had an incentive to sharpen her skills to earn more money. Part two During the 1990’s the U.S. Department of Labor’s Employment and Training Administration developed the Occupational Information Network (O*NET) (Martocchio, 2015). O*NET was created for two reasons. The First was to describe jobs that were found in the service sector. The second was to better describe jobs that had evolved as advanc.

Executive Compensation and IncentivesMartin J. ConyonEx.docx

cravennichole326

Executive Compensation and Incentives Martin J. Conyon* Executive Overview The objective of a properly designed executive compensation package is to attract, retain, and motivate CEOs and senior management. The standard economic approach for understanding executive pay is the principal-agent model. This paper documents the changes in executive pay and incentives in U.S. firms between 1993 and 2003. We consider reasons for these transformations, including agency theory, changes in the managerial labor markets, shifts in firm strategy, and theories concerning managerial power. We show that boards and compensation committees have become more independent over time. In addition, we demonstrate that compensation committees containing affiliated directors do not set greater pay or fewer incentives. Introduction E xecutive compensation is a complex and controversial subject. For many years, academics, policymakers, and the media have drawn atten- tion to the high levels of pay awarded to U.S. chief executive officers (CEOs), questioning whether they are consistent with shareholder interests.1 Some academics have further argued that flaws in CEO pay arrangements and deviations from shareholders’ interests are widespread and considerable.2 For example, Lucian Bebchuk and Jesse Fried provide a lucid account of the managerial power view and accompanying evidence.3 Marianne Bertrand and Sendhil Mullainathan too provide an analysis of the ‘skimming view’ of CEO pay.4 In contrast, John Core et al. present an economic contracting approach to executive pay and incentives, assessing whether CEOs receive inefficient pay without performance.5 In this paper, we show what has happened to CEO pay in the United States. We do not claim to distinguish between the contracting and managerial power views of executive pay. Instead, we document the pattern of executive pay and incentives in the United States, investigating whether this pattern is consistent with economic theory. The Context: Who Sets Executive Pay? B efore examining the empirical evidence pre- sented in this paper, it is important to consider the pay-setting process and who sets executive pay. The standard economic theory of executive compensation is the principal-agent model.6 The theory maintains that firms seek to design the most efficient compensation packages possible in order to attract, retain, and motivate CEOs, executives, and managers.7 In the agency model, shareholders set pay. In practice, however, the compensation committee of the board determines pay on behalf of shareholders. A principal (shareholder) designs a contract and makes an offer to an agent (CEO/ manager). Executive compensation ameliorates a moral hazard problem (i.e., manager opportunism) arising from low firm ownership. By using stock options, restricted stock, and long-term contracts, shareholders motivate the CEO to maximize firm value. In other words, shareholders try to design optimal compensation packages .

I need someoe to complete the replies for these two posts. Be cert.docx

evontdcichon

I need someoe to complete the replies for these two posts. Be certain you acknowledge their interest and support it with at least 2 scholarly references other than the course textbook that identify the importance of their chosen topic. For instance, if a classmate posted that they want to know more about the Fair Labor Standards Act, your reply might include an example of how FLSA impacts organizations and a second that identifies a current issue for organizations with respect to the FLSA (minimum two external references). of at least 250 words each. Each reply must also cite at least 2 sources. Must be in APA format, no plagiarism. 1 In an increasingly competitive job market it is important that businesses are equipped to offer the best benefit and compensation packages that they can. In studying strategic compensation, we are afforded the opportunity to learn about compensation and benefit design, as well as the laws and regulations that impact the implementation of benefit and compensation packages. There are several topics that are of particular interest, some of which are discussed below. One topic that is particularly interesting is retirement plans. The type and availability of various retirement plans has changed dramatically over the past few decades. As our text notes, there has been a fairly substantial decline in defined benefit plan participation, while participation in defined participation plans (Martocchio, 2015). The number of companies that offer employer-sponsored pension plans has also decreased dramatically, with many businesses favoring 401k-type programs, which have favorable tax advantages to both employees and employers. It is important to know the types of retirement plans that are attractive to employees, and manageable for employers. The issue of health insurance, as a part of retirement benefits, is also interesting, and merits additional study. As someone who has worked for many years in what is considered a flexible job, compensating flexible workers is also of particular interest. One advertised benefit of flexible work is the ability to adapt the work schedule to fit personal needs. Another feature touted by many organizations that use flexible workers, is increased pay in lieu of benefits. Despite the lack benefits such as vacation and sick time, those who use flex employers are required to pay overtime for hours worked greater than 40, as well as paying the premiums for workman’s compensation insurance, among other benefits (Martocchio, 2015). It would certainly be beneficial for me to learn additional information about what types of benefits are legally required, and what benefits an employer might consider offering. The third topic that I would like to learn more about, is building pay structures that reward employee contributions. When considering these types of plans, one would likely think first of the traditional incentive program found in many sales jobs. Indeed, these commission plans .

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