This document provides a link to course materials for BUS 434 Week 4 Quiz, which consists of 10 multiple choice questions related to compensation and benefits management. It also includes generic advice about choosing a seat near the front of the class to become more engaged with the professor.
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Slope of compensation management - compensation management - Manu Melwin Joymanumelwin
Every person has a different definition of compensation depending on the life experiences of that person. To a watchman working in an organization, the word compensation is likely to mean money.
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Slope of compensation management - compensation management - Manu Melwin Joymanumelwin
Every person has a different definition of compensation depending on the life experiences of that person. To a watchman working in an organization, the word compensation is likely to mean money.
Supplementary compensation - compensation management - Manu Melwin Joymanumelwin
Now days the organizations use supplementary compensation over and above the base compensation. It helps in satisfying the employees as well as retaining them for long time.
Compensation and Benefits
1. Preface (as one of the major functions of HR)
2. Definition
3. Reference with a reputed organization
4. Objectives
5. Challenges for an employer
6. Basic and Special benefit offerings
7. Ideal Compensation & Benefit Structure
8. Conclusion
Supplementary compensation - compensation management - Manu Melwin Joymanumelwin
Now days the organizations use supplementary compensation over and above the base compensation. It helps in satisfying the employees as well as retaining them for long time.
Compensation and Benefits
1. Preface (as one of the major functions of HR)
2. Definition
3. Reference with a reputed organization
4. Objectives
5. Challenges for an employer
6. Basic and Special benefit offerings
7. Ideal Compensation & Benefit Structure
8. Conclusion
Question 11. The difference between profit sharing and stock .docxIRESH3
Question 1
1.
The difference between profit sharing and stock ownership is:
Answer
there is more risk involved with profit sharing than with stock ownership.
profit sharing becomes part of a base salary and stock ownership does not.
stock ownership becomes part of a base salary and profit sharing does not.
profit sharing encourages ownership thinking and stock ownership is ownership.
4 points
Question 2
1.
Which of the following examples would represent the ethical behavior of an executive?
Answer
Inflate stock prices to receive bonuses and stock options
Boost stock value through efficient operations, and effective leadership
Buying or selling stock based on knowledge about the company's future
Stretching accounting practices to present company performance in the best light
4 points
Question 3
1.
Vesting rights are the rights of the:
Answer
employee to receive a pension at retirement age regardless of the length of time he/she was employed with the company.
employer to transfer or terminate employees before reaching retirement so they can avoid paying pension benefits.
employee to receive a pension at retirement age as long as he/she was employed for a specified amount of time.
employer to keep employee contributions to pension plans if they leave the company before the specified amount of time.
4 points
Question 4
1.
Which of the following states that employees MUST have a choice about whether to retire?
Answer
Employee Retirement Income Security Act (ERISA)
Pension Benefit Guarantee Corporation (PBGC)
Age Discrimination in Employment Act (ADEA)
Older Workers Benefit Protection Act (OWBPA)
4 points
Question 5
1.
The difference between a cash balance plan and a defined-benefit plan is:
Answer
a cash balance plan earns interest at a predefined rate, and a defined-benefit plan guarantees a certain level of retirement income.
a defined-benefit plan earns interest at a predefined rate, and a cash balance plan guarantees a certain level of retirement income.
a cash balance plan specifies the size of investment, and a defined-benefit plan earns interest at a predefined rate.
a defined-benefit plan specifies the size of investment, and a cash balance plan guarantees a certain level of retirement income.
4 points
Question 6
1.
Which of the following is an example of an employee being paid based on a piecework rate?
Answer
A pay increase based on performance appraisal ratings
Being paid extra for work done in less than a specified amount of time
Pay calculated as a percentage of sales
Pay based on the amount of product produced
4 points
Question 7
1.
Which of the following is a legally required benefit an employer must provide?
Answer
Disability insurance
Life insurance
Worker's compensation
Paid leave
4 points
Question 8
1.
In addition to pay, what are some important aspects of making incentives work?
Answer
Performance measures are preset, passed down by u ...
GEN201 v11Rise to the Top Action Plan WorksheetGEN201 v11P.docxgreg1eden90113
GEN/201 v11
Rise to the Top Action Plan Worksheet
GEN/201 v11
Page 2 of 2
Rise to the Top Action Plan Worksheet
Part 1: Overcoming Challenges
In Week 1, you completed the Success Prep Inventory (located in Ch. 2, Section 2.1.2 of your myBook, Powered by zyBooks) in which you were asked, “As you begin at the University of Phoenix, what do you think is your biggest challenge?” Reflect on this challenge and what you have learned over the past 5 weeks.
Write a 150- to 200-word response to the following questions:
Explain how this course has helped you with challenges.
What actions have you taken during the past 5 weeks to work toward overcoming challenges? What are your plans moving forward?
What resources (including University or otherwise) have you used to help overcome challenges?
<Enter your response here.>
Part 2: Goal Setting
Write a 150- to 200-word response to the following questions:
How does setting goals lead to success?
What are the benefits of both short- and long-term goals?
Think about your long-term goal of graduating. What specific short-term goals do you need to meet to achieve your long-term goal of graduating?
<Enter your response here.>
Part 3: Time Management
When you started this course, what was your initial estimate, in general, for the time required each week to spend on schoolwork?
Write a 150- to 200-word response to the following questions:
Was your initial estimate of time needed for this course accurate? Why or why not? Discuss the schedule you developed for this course, GEN/201. What worked well with your schedule?
Using the content taught in class, what time management skills can you implement to ensure success in future classes? (Be honest about your schedule, noting strengths and areas for growth).
Are there areas where you struggled with time management? How do you plan to overcome these challenges? What resources are available to support you?
<Enter your response here.>
Part 4: Communication
Write a 150- to 200-word response to the following questions:
How has this course helped you develop more effective communication skills that you can use in future courses and in the workplace? Provide 2 specific communication methods and academic and workplace examples.
Which of the 5 steps in the writing process (prewriting, organization, drafting, revising, editing) do you anticipate will be the most challenging for you? What is your action plan for overcoming this challenge?
Share a resource from the Center for Writing Excellence that will support you in the writing process.
How do you plan to network both academically and professionally during your degree program?
<Enter your response here.>
Copyright 2021 by University of Phoenix. All rights reserved.
Copyright 2021 by University of Phoenix. All rights reserved.
image1.png
CHAPTER 5
• Minimum Wages
• Overtime
• Alternatives to Overtime
• Exemptions from Overtime
• Settling FLSA Wage Disputes
• Other W.
DUE DATE WED 622 @ 5PMGrading Rubric for Cases Your g.docxkarinorchard1
DUE DATE WED 6/22 @ 5PM
Grading Rubric for Cases
Your grade is a combination of the following elements:
1.
Appropriate length of answer. One paragraph per question answered. Individual question
minimum of 3-4
well-structured sentences
in 12 point font.
2. Identification of correct human resource or management topic.
3.
Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources.
These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.
Review "Website resources" tab. Also you can google topics, laws, cases, etc.
4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parenthesis and put (author's last name, page #).
Case #64,
page 192-193. You will only rate whether the manager (E) was acting ethically and you must explain your answer fully. You may want to research each scenario and explain in 3-4 sentences why you rated the manager this way. Include if you think a law may have been violated or at least must be considered. Please utilize outside resources to answer these questions, if needed.
Your answer should be at least 2-3 pageS with references listed at the end of the document on page 4 and in MLA 7th edition format
****** QUESTIONS SHOULD BE LISTED AND NUMBERED WITH ANSWERS PROVIDED BELOW *****
Instructor’s Manual --- Use only as an guide
64.
EXERCISE: ETHICAL PERFORMANCE APPRAISAL ISSUES
I. OBJECTIVES:
1.
To make you aware that many performance appraisal decisions involve ethical issues.
2.
To familiarize you with some of the many ethical performance appraisal issues.
3.
To familiarize you with various criteria that can be used to determine if an action is ethical.
4.
To make you aware of some of the reasons why a manager may be tempted to act unethically when evaluating subordinates.
II. OUT-OF-CLASS PREPARATION TIME: 15 minutes
III. IN-CLASS TIME SUGGESTED: 20-40 minutes
IV. PROCEDURES:
See Text
V. DISCUSSION:
Much has been written regarding ethical issues that relate to selling, advertising, stock trading, accounting fraud, and executive compensation.
However, little attention has been given to ethical issues related to performance appraisal.
In many work organizations, managers are told to conduct annual performance appraisals with employees and are asked to be accurate in their appraisals.
The importance of being ethical is not addressed.
This exercise asks students to examine 10 different appraisal situations to determine if they pose any ethical issues. Each student group needs to determine: 1) Is the manager in the case acting in an ethical manner?
2) Would their group act in the same manner as did the manager?
In discussing this exercise, it may be helpful for the instructor to point.
Question 1.Which of the following is NOT one of strategic human reso.docxteofilapeerless
Question 1.Which of the following is NOT one of strategic human resource management schools of thought?
Best fit
Reserve-based view
Best practice
Resource-based view
Question 2.__________ refers to leveraging linkages between human resource practices and organizational objectives for the purpose of gaining a competitive advantage.
Personnel administration
Skills management
Strategic human resource management
Human resource practices
Question 3.Which of the following is NOT true about independent contractors?
Independent contractors use their own tools.
Employer does not have to contribute to their Social Security, Medicare and unemployment Taxes, or workers’ compensation costs.
Independent contractors do not have to pay income taxes.
Independent contractors design their own schedules.
Question 4.Which of the following is NOT one of the factors to be considered by organizations before venturing into global recruiting?
Organizational structure
Cultural differences
Brand recognition
Variations in HR laws, practices and compensation systems
Question 5.Which of the following is most likely to be listed on the job specification for a grocery store manager?
Designs, coordinates and communicates schedules on a weekly basis to ensure adequate staffing of all shifts.
Works with head office personnel to plan and implement marketing strategies, advertising campaigns, weekly sales, seasonal specials, and other store functions.
Leads the process of staffing and training all store personnel.
Has three years of managerial experience, preferably in retail.
Question 6.Which of the following is NOT one of the sources of information that help an organization determine the type of training it needs?
Individual analysis
Competitor analysis
Job analysis or task analysis
Organizational analysis
Question 7.What is one reason employees might be more satisfied with flexible benefits than with traditional benefits?
Flexible benefits offer better healthcare coverage.
Flexible benefits are simpler to understand.
Flexible benefits offer more decision making control.
Flexible benefits are less expensive.
Question 8.The illegal practice of hiring less qualified employees because they belong to a group that is underrepresented is often called:
affirmative action.
reverse discrimination.
disaffirmative action.
hiring quota.
Question 9.Which type of training might be a better option when the goal is to develop new skills and prepare employees for future responsibilities, challenges, or positions?
Off-site training
On-the-job training
On-site training
Professional certification
Question 10.__________ offer(s) employees a pool of benefit choices from which to select the combination that works for them, within certain limits.
A cafeteria plan
Work-life benefits
A cost-benefit approach
A defined-contribution plan
Question 11.Which of the following does NOT represent a cu.
Week One Discussion 500 Word Min.This weeks discussion covers .docxhelzerpatrina
Week One Discussion: 500 Word Min.
This week's discussion covers HRD Skill requirements for managers.
Before entering the discussion board, please review pages 16 - 19 in the course text. (Pictures Below)
Question:“What are the core competencies or skills an HRD manager must have, and how are they acquired? “
Week One
Discussion
:
500 Word Min.
This week's discussion covers HRD Skill requirements for managers.
Before entering the discussion board, please review pages 16
-
19 in the course text
.
(Pictures Below)
Question:
“What
are the core competencies or skills an HRD manager must have, and how are they acquired
?
“
Week One Discussion: 500 Word Min.
This week's discussion covers HRD Skill requirements for managers.
Before entering the discussion board, please review pages 16 - 19 in the course text. (Pictures Below)
Question: “What are the core competencies or skills an HRD manager must have, and how are they acquired? “
MHR 6901, Compensation Management 1
Course Learning Outcomes for Unit VI
Upon completion of this unit, students should be able to:
5. Explain workers’ compensation.
5.1 Convince others that executive compensation is too high or is just right.
5.2 Identify compensation rules that apply to the flexible workforce.
Course/Unit
Learning Outcomes
Learning Activity
5.1 Unit VI Essay
5.2 Unit VI Quiz
Reading Assignment
Chapter 11: Compensating Executives
Chapter 12: Compensating the Flexible Workforce: Contingent Employees and Flexible Work Schedules
Unit Lesson
So far in this course, we have talked about how compensation is used and the components of a
compensation system. Let us review these a bit before we move into compensating executives.
Typically, compensation is used to recruit and retain highly qualified employees. The organization’s business
strategy (lead, lag, or match strategy) determines how the organization recruits and retains employees. A
good compensation system also increases morale or at least maintains employee satisfaction. As mentioned
earlier in the course, compensation systems include wages and benefits. A good compensation system is one
that evaluates the employees’ needs and makes adjustments, where possible, to meet those needs.
Employees who have their needs satisfied are more likely to be productive and loyal to the organization,
which, in turn, reduces costs for the organization. This is great for the average worker, but what about the
organization’s executives? Executive compensation is a challenge for most organizations and is a highly
controversial subject, especially after the government bailouts in 2008 and 2009.
Executive compensation is different than that for most salary or hourly employees and can consist of a variety
of options. It is generally focused on generating profits and long-term growth and is considered contingent
compensation, which means that the pay is structured to reward or pay based on th ...
When we decide to make something compensable we assert its value.pdfvenkatesh24685
When we decide to make something \"compensable\" we assert its value, relative to other factors.
For your response, consider the following two questions: 1) As you observe our society what are
some of the key compensable factors that affect who gets paid what? 2) Given those factors,
what can you surmise/deduce are some of the key assumptions (about work and pay or about
society in general) underlying the relative distribution of values?
Solution
These 10 elements describe the specific job requirements in terms of compensable factors. The
primary compensable factors that affects are:
1. Experience- How long should the incumbent have workrd in this job or in closely related jobs
to be fully qualified? It is important that the experience be within or outside the organisation.
2. Education- What does the job require in terms of formal schooling, training, certificate or
knowledge of a specialized field?
3. Responsibility- Is the employee responsible for the safety of other employees or for the loss or
damage to tools, materials or equipement?
4. Complexity of duties- Does the job require the incumbent to show judgement and initiative or
to make independent decisions?
5. Supervision received- How closely does the incumbent\'s immediate suoervisor or manager
check his or her work?
6. Supervision exercised- How many people does the incumbent\'s supervise, directly or
indirectly?
7. Consequences of error- If the incumbent made an error, what dollar loss would be likely to
result?
8. Working conditions- Is there anything in the work environment that is unusually hazardous or
uncomfortable?
9. Mental, Physical and visual demands- What degree of concentration is required? Are there
special physical demands?
10. Confidential data- To what extent is the incumbent responsible for confidential information?
To what extent are integrity and discretion important?.
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Send your semester & Specialization name to our mail id :
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12Incentive PayMedia LibraryCHAPTER 12 Media LibraryPREM.docxaulasnilda
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- ...
12Incentive PayMedia LibraryCHAPTER 12 Media LibraryPREM.docx
Bus 434 week 4 quiz
1. To get this material Click this link
https://bitly.com/12BHvrm
This paperwork of BUS 434 Week 4 Quiz consists of:
1. The National Association of Suggestion Systems claims that
a dollar spent in rewarding suggestions will return ______
dollars in improved operations to the organization.
Student Answer:
- $1
- $250
- $5
- $15
2. The size of a bonus received by an operating manager will
quite often be determined by all but which one of the
following criteria?
Student Answer:
- work unit reduction in cost
- performance rating of manager's subordinates
- employee's own performance rating
- area of functional responsibility
3. Which of the following statements is least descriptive of
why many suggestion plans have failed?
Student Answer:
- employee apathy
- failure to recognize contributions
- management lacks interest
- union members block suggestions through committee
action
4. Which one of the following is not a benefit to the employer
2. when offering an ESOP?
Student Answer:
- maintains a stable work force
- owner can sell stock to a friend
- results in a dilution of value of the stock
- ESOT can borrow money under favorable conditions
5. In contrast to compensation systems in the private sector,
those for government employees are less likely to include use
of
Student Answer:
- wage surveys
- job descriptions
- job evaluation
- financial incentives
6. Which one of the following statements is not true
regarding a defined contribution plan?
Student Answer:
- most pension plans are defined contribution plans
- crucial to a defined contribution plan are investment and
management skills
- employers assume the investment risk
- most plans have less than 100 participants
7. Which of the following is not true about a well-designed
incentive scheme?
Student Answer:
- it should reflect the desire of the business to recognize
performance
- it should be limited to individual efforts
- it should assist in coordinating the efforts of all employees
- it should demonstrate the ability of the business to reward
performance at all levels
3. 8. All but which one of the following theories are included
within content theories of motivation?
Student Answer:
- Maslow's hierarchical needs
- Herzberg's two-factor theory
- McClelland's four modes of success
- Adams' equity theory
9. Employees of the federal government are eligible for
Student Answer:
- patent awards
- outstanding contributor award
- special achievement award
- perfect attendance award
10. Which section of the Internal Revenue Code defines
rights and opportunities for long-term compensation
programs?
Student Answer:
- 125
- 401
- 520
- 717
Deadline: ( ), Business - Management
BUS 434 Compensation Benefits Management do you have
this entire course?
Even where you choose to sit can have an affect on how well
you do in a class. Instead of getting a seat close to the back at
the last minute, get there early and get a seat near the front.
This allows you to become more engaged with the professor,
and you are more likely to ask questions because you won't
4. have to shout across the room....
https://bitly.com/12BHvrm