Running head: CASE STUDY: GEICO1
CASE STUDY: GEICO1
Case Study: Geico
Jane Doe
Strayer University
HRM 533- Total Rewards
April 21, 2019
Case Study: Geico
An effective total reward program covers the single elements of rewards as well as the value and overall cost. Alignment of the complete rewards program with the organization’s strategic objectives equips the company with the appropriate tool to design, implement and evaluate the package. Geico offers a total reward program aimed to promote health and career enhancement.
The first section of the paper determines whether Geico facets align with the top five advantages of the total reward programs. The second segment provides a strategy to ensure Geico’s plan addresses the senior positions of total rewards. The next part evaluates how well Geico communicates its entire rewards program. The final section provides methods to enhance Geico’s complete rewards program.
The Top Five Advantages of a Total Rewards Program
The definition of rewards encompasses the overall value proposition that the employer offers to the employee whereas total package focuses on compensation, benefits, and careers (Morris, 2005 pg. 6-9). Therefore, the rewards program “encompass everything that is “rewarding” about working for an employer or everything employees get as a result of their employment (World at Work, 2007 pg. 2). Geico’s total rewards package centers around the health and careers of its employees. The effectiveness of the rewards plan depends on how well it aligns with the organization strategy and objectives.
Geico offers a variety of elements through its total rewards packages such as health and well-being, education and training, finance and retirement, and family and leave. The rewards program entails five top advantages such as increased flexibility, improved recruitment and retention, reduced labor cost, heightened visibility in a tight labor market, and enhanced profitability (World at Work, 2007 pg. 15-17). Geico’s family and leave package align with the top five advantages because it focuses on providing a work-life balance to employees which supports the alignment of the senior position.
Work-life balance is an essential tool to attract, retain and engage employees. The benefit of family and leave allows employees to spend more time with family and friends and to attend to other business outside the job. Family and leave support employees effort to achieve success at home and work. The family and leave plan are a crucial component of Geico’s total success to increase flexibility, retain and attract top talent, decrease turnovers, heightened profitability, and utilized as a competitive advantage.
Revising Geico’s Total Rewards Strategy
The development of an effective total rewards strategy requires pertinent data, sound decisions, and measure of the progress. A rewards strategy is “an approach to reward based on a set of coherent principles in support of the organization’s aim.
18 Developing a Total Rewards Strategy 3 While man.docxfelicidaddinwoodie
The document discusses developing a total rewards strategy. It emphasizes the importance of taking a holistic approach and linking all rewards programs together to support business strategy and goals. Specifically, it recommends companies take a complete inventory of existing programs, rank their effectiveness, and map how rewards complement the business strategy. It also identifies five common ways total rewards strategies can fail, such as implementing changes all at once or not communicating effectively to employees. Overall, the document stresses the need to view total rewards comprehensively rather than focusing on individual programs separately.
Discussion post AssignmentPlease review lecture notes to ass.docxduketjoy27252
Discussion post Assignment
Please review lecture notes to assist with questions
Week 2 Lecture
In Week 2, this course will discuss the uses of incentive pay plans including the pros and cons of the various employee pay plans. This week will also discuss the relationship between performance management and compensation.
Employee incentive compensation programs grew from the philosophy that employees will be driven by rewards. As a result, organizations use incentive compensation programs to produce their targeted results. Organizations reward employees who produce. Organizations need to improve or keep employee motivation and the key is finding out what employees want and value as incentives. There are a variety of incentive pay plans. A few such plans are discretionary bonus plans, annual pay increase plan, profit sharing, retention bonusses and project-based bonus. A common compensation plan is based on the employee’s seniority and hence called “seniority pay.” An employee under this plan receives compensation due to the length of time he/she has been with the organization or tenure with the organization. Many times, this type of plan is found in unionized workforces, however it can be found in many different types of organizations as well. The one issue with this type of plan is the increase in compensation may not be appropriate, especially if the employee is not performing and as a result, it may have a negative impact on the organization. The employee may have an expectation of an increase regardless of performance or organizational productivity. If the organization doesn’t produce, the employee will expect an increase regardless. Another incentive plan is the “merit plan” where employees are paid based on past performance usually during a specific period. The merit plan pays employees for meeting standards or performance goals and can be utilized in conjunction with annual performance evaluations. For this type of pay plan to work, the organization needs to set goals that are obtainable and realistic. Some organizations utilize SMART goals. SMART goals are goals that are set that are specific, measurable, attainable, relevant and time framed. Additionally, employees need to be made aware of the terms of the merit pay plan so they know how and when to reach their goals. Goals should be aligned with the organizational mission, vision and guiding principles. Merit pay programs are not appropriate for all companies and for the plan to be successful, top management must agree to reward the top performers with meaningful pay differentials that match the levels of the employee performance (Martocchio, 2017). Another incentive plan is the “person-centered pay” which is a plan that rewards employees for acquiring job related knowledge, skills or competencies (Martocchio, 2017). The person-centered play plan is not based on job performance. This plan is a means of rewarding employees for their actions acquiring skills. Furthermore, person-ce.
Chick-fil-A Training Program DevelopmentRunning head .docxchristinemaritza
Chick-fil-A Training Program Development
Running head: CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
1
CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
2
Chick-fil-A Training Program Development
Introduction
Chick-fil-A is an organization that continues to grow and expand nationwide and as a result, the organization must develop a training program that can be utilized at every location. As a consultant, one of the first steps to complete when starting a new project is to assemble a SWOT Analysis as well as to prepare a Balanced Scorecard and Casual Chain Score card.
SWOT analysis
To ensure a successful consulting project the consultants must conduct an in depth analysis of the company and where the training program will lead it. The analysis of strengths, weakness, opportunities and threats will provide guidance to develop the program and other tools to evaluate its performance. The consulting project strengths will attract new customers and maintain already existing fans. The consulting project will add to their current position in the industry by focusing on personalized customer service. The second strength is employee involvement. Involvement of all levels will provide higher approval and success percentages. The program will also provide employees a completion timeline, and require them to evaluate the training they received. Evaluation will provide feedback on the training programs pertinence to restaurant operations.
One of Chik-fil-A’s weaknesses is the public relations nightmare which occurred when the CEO, Dan Cathy, admitted to opposing same-sex marriage. As a result the company faced public scorn and a lost profits. Employees and customers alike also took this as acceptance of bigoted behavior towards LGBT employees or customers. The new training program will need to address the side effects of their CEOs comments. The consultant’s must ensure the program addresses a culture of inclusion and acceptance to counteract the CEO’s comments. Failure to do so could exacerbate the public’s view of the company’s attitude towards the communities they serve. The program’s second weakness will be the time required for each employee to complete the training program, learning the new procedures and standards of performance, and then any time spent afterwards providing an evaluation.
The company has various opportunities such as the increase of menu items, expansion and customer service improvement. The consulting project will develop a training program focused on adding to the customer experience. The biggest opportunity offered by the training program is the opportunity to develop a way to evaluate employee’s performance. Finding a way to evaluate performance is essential to evaluating overall productivity (Markham, 2005, p.33).
It will also allow the company to improve on operational processes affecting customer service. Re-enforcing the customer service experience by new training procedures will increase the market share and brand relevanc ...
Simulation Strategic Plan HR 304 Spring 2019Section 01800.docxjennifer822
Simulation Strategic Plan
HR 304 Spring 2019
Section 01
8:00-9:15 am
Group #4
Strategic Plan Budget Strategy
Our company has decided to give ourselves a smaller budget for the first quarter just in case we come across some bumps in the next 3 quarters. The first quarter we will decide on our options while trying to stay within budget and based on that analysis we will increase spending in areas that are not on target. We have an annual budget of $1.3 Million. In the first quarter we were originally giving ourselves a budget of $275,000 but for good reason went over to $290,000. For the next 3 quarters we have a budget of up to $336,000 each quarter give or take depending on any issues we may or may not come across. Increasing spending incrementally will leave room for improvement in problem areas.
For first quarter spending we have decided to focus on training . Having the right employees and proper training are important factors in any business and we hope focusing on these areas will improve performance and translate into higher profitability.
We are aiming to improve several of our KPI results in the first quarter. Productivity, wellbeing, and turnover are a huge concern. By improving these as well as other KPI statistics we will hopefully have a much more profitable bottom line. We will work to improve diversity and other areas with additional spending later on in the year.
Quarter 1 Practice Areas
Option #
Spending
Performance Appraisals
7
$30,000
Work-Life Balance
7
$60,000
Training
9
$75,000
Talent Management
8
$50,000
Compensation
2
$40,000
Selection
6
$35,000
Total
$290,000
Spending Analysis
Performance Appraisal-Option 7, Cost: $30,000.00
“Use results-oriented appraisals that focus both employees and managers on the impact of employees’ work, rather than on less relevant features; consequently, employee results tend to improve, with greater contribution to strategic goals.”
We chose the results-oriented appraisals for our company because we believe it will allow employees to significantly improve their results if they working towards a certain goal. Performance appraisals benefit not only the manager and employee but the overall company itself. It will give managers a chance to provide employees with positive feedback or constructive criticism. Employees will be able to know what they are doing well in and what areas they should be improving in and how to do so. Focusing our performance appraisals based off results will allow managers to compare the results alongside the goals that are set in the beginning for the employees. They will be able to pinpoint exactly the areas that need improving.
If our employees know exactly what goals are to be achieved in the beginning, they are more likely to accomplish those goals. The results will be measured to the objectives that were first given and employees will be able to determine if the goal was achieved or not.
Work/Life Balance-Option 7, Cost: $60,000
Programs to ma.
1) The document discusses organic growth as an alternative to mergers and acquisitions for growing small and medium-sized businesses. It presents a 7-step process for achieving organic growth.
2) General Electric is used as a case study. Under CEO Jeff Immelt, GE focused on organic growth and segmented its initiatives across six areas.
3) The 7 steps include assessing the environment and organization, formulating a growth plan, implementing with milestones, instruction and monitoring, evaluation and troubleshooting, understanding evaluation criteria, and reviewing progress.
18 Developing a Total Rewards Strategy 3 While man.docxfelicidaddinwoodie
The document discusses developing a total rewards strategy. It emphasizes the importance of taking a holistic approach and linking all rewards programs together to support business strategy and goals. Specifically, it recommends companies take a complete inventory of existing programs, rank their effectiveness, and map how rewards complement the business strategy. It also identifies five common ways total rewards strategies can fail, such as implementing changes all at once or not communicating effectively to employees. Overall, the document stresses the need to view total rewards comprehensively rather than focusing on individual programs separately.
Discussion post AssignmentPlease review lecture notes to ass.docxduketjoy27252
Discussion post Assignment
Please review lecture notes to assist with questions
Week 2 Lecture
In Week 2, this course will discuss the uses of incentive pay plans including the pros and cons of the various employee pay plans. This week will also discuss the relationship between performance management and compensation.
Employee incentive compensation programs grew from the philosophy that employees will be driven by rewards. As a result, organizations use incentive compensation programs to produce their targeted results. Organizations reward employees who produce. Organizations need to improve or keep employee motivation and the key is finding out what employees want and value as incentives. There are a variety of incentive pay plans. A few such plans are discretionary bonus plans, annual pay increase plan, profit sharing, retention bonusses and project-based bonus. A common compensation plan is based on the employee’s seniority and hence called “seniority pay.” An employee under this plan receives compensation due to the length of time he/she has been with the organization or tenure with the organization. Many times, this type of plan is found in unionized workforces, however it can be found in many different types of organizations as well. The one issue with this type of plan is the increase in compensation may not be appropriate, especially if the employee is not performing and as a result, it may have a negative impact on the organization. The employee may have an expectation of an increase regardless of performance or organizational productivity. If the organization doesn’t produce, the employee will expect an increase regardless. Another incentive plan is the “merit plan” where employees are paid based on past performance usually during a specific period. The merit plan pays employees for meeting standards or performance goals and can be utilized in conjunction with annual performance evaluations. For this type of pay plan to work, the organization needs to set goals that are obtainable and realistic. Some organizations utilize SMART goals. SMART goals are goals that are set that are specific, measurable, attainable, relevant and time framed. Additionally, employees need to be made aware of the terms of the merit pay plan so they know how and when to reach their goals. Goals should be aligned with the organizational mission, vision and guiding principles. Merit pay programs are not appropriate for all companies and for the plan to be successful, top management must agree to reward the top performers with meaningful pay differentials that match the levels of the employee performance (Martocchio, 2017). Another incentive plan is the “person-centered pay” which is a plan that rewards employees for acquiring job related knowledge, skills or competencies (Martocchio, 2017). The person-centered play plan is not based on job performance. This plan is a means of rewarding employees for their actions acquiring skills. Furthermore, person-ce.
Chick-fil-A Training Program DevelopmentRunning head .docxchristinemaritza
Chick-fil-A Training Program Development
Running head: CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
1
CHIK-FIL-A TRAINING PROGRAM DEVELOPMENT
2
Chick-fil-A Training Program Development
Introduction
Chick-fil-A is an organization that continues to grow and expand nationwide and as a result, the organization must develop a training program that can be utilized at every location. As a consultant, one of the first steps to complete when starting a new project is to assemble a SWOT Analysis as well as to prepare a Balanced Scorecard and Casual Chain Score card.
SWOT analysis
To ensure a successful consulting project the consultants must conduct an in depth analysis of the company and where the training program will lead it. The analysis of strengths, weakness, opportunities and threats will provide guidance to develop the program and other tools to evaluate its performance. The consulting project strengths will attract new customers and maintain already existing fans. The consulting project will add to their current position in the industry by focusing on personalized customer service. The second strength is employee involvement. Involvement of all levels will provide higher approval and success percentages. The program will also provide employees a completion timeline, and require them to evaluate the training they received. Evaluation will provide feedback on the training programs pertinence to restaurant operations.
One of Chik-fil-A’s weaknesses is the public relations nightmare which occurred when the CEO, Dan Cathy, admitted to opposing same-sex marriage. As a result the company faced public scorn and a lost profits. Employees and customers alike also took this as acceptance of bigoted behavior towards LGBT employees or customers. The new training program will need to address the side effects of their CEOs comments. The consultant’s must ensure the program addresses a culture of inclusion and acceptance to counteract the CEO’s comments. Failure to do so could exacerbate the public’s view of the company’s attitude towards the communities they serve. The program’s second weakness will be the time required for each employee to complete the training program, learning the new procedures and standards of performance, and then any time spent afterwards providing an evaluation.
The company has various opportunities such as the increase of menu items, expansion and customer service improvement. The consulting project will develop a training program focused on adding to the customer experience. The biggest opportunity offered by the training program is the opportunity to develop a way to evaluate employee’s performance. Finding a way to evaluate performance is essential to evaluating overall productivity (Markham, 2005, p.33).
It will also allow the company to improve on operational processes affecting customer service. Re-enforcing the customer service experience by new training procedures will increase the market share and brand relevanc ...
Simulation Strategic Plan HR 304 Spring 2019Section 01800.docxjennifer822
Simulation Strategic Plan
HR 304 Spring 2019
Section 01
8:00-9:15 am
Group #4
Strategic Plan Budget Strategy
Our company has decided to give ourselves a smaller budget for the first quarter just in case we come across some bumps in the next 3 quarters. The first quarter we will decide on our options while trying to stay within budget and based on that analysis we will increase spending in areas that are not on target. We have an annual budget of $1.3 Million. In the first quarter we were originally giving ourselves a budget of $275,000 but for good reason went over to $290,000. For the next 3 quarters we have a budget of up to $336,000 each quarter give or take depending on any issues we may or may not come across. Increasing spending incrementally will leave room for improvement in problem areas.
For first quarter spending we have decided to focus on training . Having the right employees and proper training are important factors in any business and we hope focusing on these areas will improve performance and translate into higher profitability.
We are aiming to improve several of our KPI results in the first quarter. Productivity, wellbeing, and turnover are a huge concern. By improving these as well as other KPI statistics we will hopefully have a much more profitable bottom line. We will work to improve diversity and other areas with additional spending later on in the year.
Quarter 1 Practice Areas
Option #
Spending
Performance Appraisals
7
$30,000
Work-Life Balance
7
$60,000
Training
9
$75,000
Talent Management
8
$50,000
Compensation
2
$40,000
Selection
6
$35,000
Total
$290,000
Spending Analysis
Performance Appraisal-Option 7, Cost: $30,000.00
“Use results-oriented appraisals that focus both employees and managers on the impact of employees’ work, rather than on less relevant features; consequently, employee results tend to improve, with greater contribution to strategic goals.”
We chose the results-oriented appraisals for our company because we believe it will allow employees to significantly improve their results if they working towards a certain goal. Performance appraisals benefit not only the manager and employee but the overall company itself. It will give managers a chance to provide employees with positive feedback or constructive criticism. Employees will be able to know what they are doing well in and what areas they should be improving in and how to do so. Focusing our performance appraisals based off results will allow managers to compare the results alongside the goals that are set in the beginning for the employees. They will be able to pinpoint exactly the areas that need improving.
If our employees know exactly what goals are to be achieved in the beginning, they are more likely to accomplish those goals. The results will be measured to the objectives that were first given and employees will be able to determine if the goal was achieved or not.
Work/Life Balance-Option 7, Cost: $60,000
Programs to ma.
1) The document discusses organic growth as an alternative to mergers and acquisitions for growing small and medium-sized businesses. It presents a 7-step process for achieving organic growth.
2) General Electric is used as a case study. Under CEO Jeff Immelt, GE focused on organic growth and segmented its initiatives across six areas.
3) The 7 steps include assessing the environment and organization, formulating a growth plan, implementing with milestones, instruction and monitoring, evaluation and troubleshooting, understanding evaluation criteria, and reviewing progress.
The document discusses how to link a balanced scorecard to business strategy through cause-and-effect relationships, performance drivers, and financial outcomes. It emphasizes translating strategic goals to all levels of the organization through communication, linking individual goals to the scorecard, and aligning rewards. Regular strategic reviews using the scorecard can validate strategies and drive continuous improvement.
Executive coaching produced significant returns for a Fortune 500 company. A study found that coaching resulted in a 529% return on investment from improved productivity and a 788% ROI when including employee retention benefits. Key benefits included enhanced decision-making, team performance, motivation, and intangible gains in employee and customer satisfaction. The study provided insights into maximizing the business impact of coaching, such as managing the coaching process, building performance measurement into it, and ensuring organizational support for coaching.
The document provides guidance on running a successful employee incentive program. It discusses establishing clear objectives that are linked to broader corporate goals. It emphasizes the importance of ensuring objectives are measurable and that evaluation criteria and incentives are aligned to influence behaviors to meet objectives. Data sources should be identified to measure results. Regular communication is important to convey program goals and endorsement from senior management. Rewards should be quickly redeemable, convenient, and relevant to employee accomplishments.
This document discusses common group and organizational incentive plans including gain sharing plans, profit sharing plans, cafeteria plans, and employee stock ownership plans (ESOPs).
Gain sharing plans reward employees when productivity or other performance metrics improve above a target level. Profit sharing plans provide additional compensation to employees when company profits are high. Cafeteria plans allow employees some choice in their benefits. ESOPs grant employees ownership stakes in the company through stock options or shares.
Incentive programs are an important tool for achieving strategic goals but require careful planning and implementation. Incentives should be designed to support key performance indicators and departmental objectives aligned with the company's overall strategy. The type of incentive, whether individual or team-based, short-term or long-term, needs to motivate the intended recipients. In addition, processes may need reengineering before incentives are introduced to improve results without undue costs. Ongoing evaluation is also crucial to ensure incentives remain effective and fair over time.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
This document provides an overview of productivity gainsharing schemes. It discusses two common models - the Scanlon Plan and Rucker Plan. The Scanlon Plan calculates a bonus fund based on the difference between actual wages paid and theoretical wages calculated using a historical labor cost-to-sales ratio. A portion of savings are set aside as reserves, and the remainder is distributed to employees and the organization. The Rucker Plan calculates a bonus fund based on the difference between actual wages paid and theoretical wages calculated using a historical value added per dollar of labor cost ratio. Reserves are also set aside, with the rest distributed to employees and the organization. The document outlines key elements to include in a gainsharing scheme such as objectives, eligibility, measures
Running Head HUMAN RESOURCES PROJECT PLAN1HUMAN RESOURCES PROJ.docxcowinhelen
Running Head: HUMAN RESOURCES PROJECT PLAN 1
HUMAN RESOURCES PROJECT PLAN 10
Assignment 3: Human Resources Project Plan
Cynthia G. Lewis
Professor Kenneth Lewis
HRM 517- Managing Human Resource Project
Strayer University
February 12, 2018
The success of any project is determined by various factors. Among them is the ability of the project team or manager to develop an organized project charter. An organization or company project charter is used to give a description of the vision of the project, objectives, scope, project organization as well as the implementation plan. It is therefore considered to be one of the essential documents in any business or organization management system. For instance, in developing an effective customer relationship management system, the customer relationship manager or the team should have a well-developed project charter and in most cases, this document would be most precise. This paper will, therefore, help in designing a project charter that will be used to revamp the company’s compensation and benefits package received by its employees.
Construct a project charter to revamp the compensation and benefits package.
As the human resource manager of this company, the existing employee compensation, and benefits package has recently attracted a great deal of interest. This has proved to be useful for the annual completion of performance evaluations which has shown a lack of employee motivation in the company. It has also contributed to poor performance in service delivery to its clients and even in meeting the established duties and responsibilities. Therefore, it would be favorable to revamp the existing compensation and benefits package which is currently being offered to the employees. This is guided by the objective of the company to improve its performance in comparison to previous years. According to the Labor Act (Monaco & Pierce, 2015), it is proposed that each company or organization should provide a standard compensation and reward system for its employees that would include bonuses, rewards, and other established opportunities or systems which the company could utilize in an effort to recognize the efforts of employees thereby improving workforce development initiatives and strategies.
The vision of this plan is to develop an effective project charter that will help the company in revamping employee’s benefits and compensation package by recognizing the employee’s individual efforts. Along with the vision would include the project objectives which would be considered to develop compensation benefits plan that recognizes employee efforts in improving company productivity, to design and develop an effective benefit and compensation system that can be adjusted consistently based on company rate or growth, profitability and resource endowment. The vision would also include a way in which to motivate the company employees based on individual and collective productivity and w ...
A study was conducted to determine the return on investment (ROI) of an executive coaching program for 43 leadership participants at a Fortune 500 company. The coaching program produced significant benefits:
1) It generated a 529% ROI from increased productivity and a 788% ROI when including employee retention benefits.
2) Coaching improved business measures like productivity, employee satisfaction, and customer satisfaction.
3) 77% of participants reported coaching had significant impact on business measures and 60% identified specific financial benefits from coaching.
The document discusses variable pay, including:
- Variable pay aims to reward employees for objectives and results beyond regular job responsibilities, while fixed pay compensates for day-to-day work.
- There are three categories of variable pay: incentives, bonuses, and recognition. Incentives are tied to pre-determined criteria while bonuses are for completing specific tasks. Recognition is more subjective.
- An effective variable pay program is linked to business objectives, has clear purposes and performance measures, and considers factors like eligibility, funding, and implementation.
- In India, the ratio of fixed to variable pay is shifting, with variable pay expected to increase to 25-30% on average from the previous 10-
This document discusses trends in compensation management. It reviews new trends, common compensation offerings, and the future of compensation. Understanding compensation is key to understanding compensation management. Compensation policies are driven by a company's philosophy of how best to compensate employees. Compensation management aims to compensate employees for their services through payments like salaries and benefits. Emerging trends include evaluating market competitiveness, emphasizing total rewards statements, linking compensation to strategic goals, and refocusing on pay-for-performance. Compensation packages are also expanding to include perks focusing on work-life balance, wellness initiatives, incentive-based pay, and flexibility.
Cash or short-term incentive plans (STIP) engage employees in the process of achieving business objectives, reward desired behaviors, and help execute the organization’s long-term strategy. Incentive plans, when properly aligned to business outcomes and rolled-out effectively, can be a powerful tool that enable organizations to “do more with less” and achieve a greater return on investment (ROI) in cash compensation programs.
How To "Sell" The Total Rewards Package SuccessfullyCallidus Software
The document outlines a communication methodology for introducing a new total rewards strategy involving incentive compensation. It involves 7 steps: 1) Analyzing the current situation, 2) Defining communication objectives, 3) Establishing key messages, 4) Conducting audience research, 5) Choosing media, 6) Implementing the strategy, and 7) Evaluating communication. An example implementation is described involving surveys, focus groups, videos, meetings and training to explain the new incentives program and ensure understanding and acceptance of cultural and behavioral changes. Progress will be evaluated after implementation through resurveys and manager assessments.
This document provides an overview of a two-day training program on remuneration strategy and salary structuring. The training will cover topics such as introduction to rewards management, building a salary structure, variable pay schemes, and alternative remuneration structures. It includes an agenda with sections on strategic total rewards management, attracting and retaining top talent through rewards, and measuring the effectiveness of rewards programs. The goal is to help organizations design competitive and aligned remuneration packages.
Learning is viewed as an expense by many businesses. However, learning can become an easy target for budget cuts unless it is well-aligned with an organisation’s key goals. However, when properly managed, the learning function can become an indispensable strategic partner with a significant impact on the organisation’s goals.
If learning is poorly managed, it will be viewed as a cost with questionable value and little connection to the organisation’s goals or success. So how can leaders assess the importance of learning and development while also considering the return on investment and benefit-cost ratio?
In this deck, you’ll learn;
1. The critical importance of training and development.
2. The significant distinction between ROI and BCR.
3. What is the ROI methodology process made up of.
4. The benefit of ROI for your training program.
Driving Performance Through Enhanced Collaboration between HR and Finance.
Effective working relationships across functions — particularly HR and Finance — have traditionally eluded many organizations. A siloed approach won’t work in the future.
Whitepaper: The Importance Of Automating Merit CompensationIconixx
Merit Compensation only works when everyone understands and internalizes the plan. How do you keep everyone informed and everyone pointed in the right direction?
You communicate effectively, ensure everyone has access to the Merit Compensation process, and leverage the automated workflow to keep people informed, engaged and focused on the company’s overall goals.
This document outlines the steps involved in developing a market-based pay structure from scratch. It discusses gathering background information like compensation philosophy, market data, job descriptions and employee data. It emphasizes defining the compensation philosophy and gaining management buy-in. It also covers selecting appropriate market salary surveys, ensuring quality data, and linking the data sources to the organization's compensation philosophy.
LIBRARY RESEARCH ASSIGNMENTFROM XXX XXX STUDENT NUMBER 9.docxSHIVA101531
LIBRARY RESEARCH ASSIGNMENT
FROM: XXX XXX
STUDENT NUMBER: 999-999-999
FOR: PROFESSOR KERRI SHIELDS
DATE: February 1, 2015
News
Positive Ethics
Corporate Social Responsibility
Treatment of Employees
Your Impression
References
INTEGRATIVE PROJECT: BALANCED SCORECARD & THE FINANCIAL PERSPECTIVE 2
INTEGRATIVE PROJECT: BALANCED SCORECARD & THE FINANCIAL PERSPECTIVE PAGE 6
INTEGRATIVE PROJECT: BALANCED SCORECARD & THE FINANCIAL PERSPECTIVE PAGE 5
REVIEW: THE BALANCED SCORECARD & THE FINANCIAL PERSPECTIVE
SESSION LONG PROJECT
STUDENT, UNIVERSITY
INTEGRATIVE PROJECT: BALANCED SCORECARD & THE FINANCIAL PERSPECTIVE 1
PRINCIPLES OF ACCOUNTING: MANAGERIAL ACCOUNTING-BUDGETING PAGE 1
PRINCIPLES OF ACCOUNTING: MANAGERIAL ACCOUNTING-BUDGETING PAGE 3
Abstract
The purpose of the Session Long Project is to give you the opportunity to explore the applicability of the module to your own life and work. This is done in a number of different ways - sometimes with cumulative papers, sometimes with practical hands-on experimentation, sometimes with reflections on a place of work or life. The common thread is personal application, aimed at demonstrating a cumulative knowledge and understanding of the course material.
For this course, the Session Long Project will take the form of putting together background from each of the four perspectives for a balanced scorecard approach to an organization or organizational unit with which you are familiar. In the final module (Module 5), you will have a go at strategy mapping. You won't be building a complete Balanced Scorecard - that would be far beyond our current scope - but you’ll have a chance to see what goes into it and how it gets put together into a coordinated whole. As in the Cases, you’ll be drawing on your previous coursework to help.
The Module 1 assignment has two parts. First, identify an organization in which you have access to at least some information concerning financial data, staffing and human resource systems, marketing and customer relations, information systems, and operations. While most material on the Balanced Scorecard is written from the private, for-profit point of view, it’s perfectly possible to use this approach with public or non-profit organizations as well.
For the second part of this assignment, consider the organization's mission and strategy from the perspective of its financial operations (from your work on the Case, your previous coursework, and your background reading, you should be reasonably clear what such operations are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. If you’re unclear on just what objectives and measures are, here is a presentation that describes what they are and how to write them: Objectives, Measures, Targets & Action Plans.
When you have thought about it and made your selection, specify (in 2–3 pages):
• The name of your organization
• What this organization ...
Running head CRIMINOLOGICAL THEORIES 1CRIMINOLOGICAL THEOR.docxtodd271
Running head: CRIMINOLOGICAL THEORIES
1
CRIMINOLOGICAL THEORIES
5
Criminological Theories
MCJ 5135 Theory of Crime and Criminology
The Relevance of Psychological Theories in Criminology
The engagement of an individual in criminal activities is often influenced by various underlying factors. As such various theories have been developed to explain the behavioral patterns of criminals and enable the criminal justice departments to operate effectively. Among the developed theories, the psychological theories are perhaps the most accurate in the field of criminology. Psychological theories are based on an interaction between biological and social-cultural factors that either promote or deter criminal behavior, (Walters, 2016). Classical theories of criminology did not account for the state of mind of criminals. As such, many criminals in the past were convicted of crimes they committed unknowingly. This has changed since the adoption of psychological theories. Both individuals as well as criminal justice officials now understand that psychological factors influence criminal behavior. Appropriate measures have been implemented to ensure that the criminal justice department treats all persons fairly by assessing underlying psychological factors. As such, psychological theories have not only promoted the work of the criminal justice department but also promoted individual awareness about underlying mental conditions that affect an individual’s behavior, (Byrne & Hummer, 2016).
Review of the Literature
1. Byrne, J., & Hummer, D. (2016). An examination of the impact of criminological theory on community corrections practice. Fed. Probation, 80, 15.
According toByrne & Hummer (2016), psychological theories have the most direct influence on probation and parole compared to other theories of criminology. The authors have comprehensively analyzed the impact of various theories used to evaluate criminal behavior. They suggest that behavior is intertwined with unconscious motives. Therefore, understanding the reasons behind a crime requires a psychological evaluation to understand the interaction of the two factors. This article is suitable for this research because it captures the relevance of psychological theories in criminology.
2. Dippong, J., & Fitch, C. (2017). Emotions in criminological theory: Insights from social psychology. Sociology Compass, 11(4), e12473.
Few formal theories have been developed to capture the role of emotional processes as facilitators or inhibitors of crime, (Dippong & Fitch, 2017). According to the authors, gaps in criminology can be filled by focusing on the underlying psychological factors of the offenders. The article highlights the effect that practices such as interrogation have on the mental state of an individual thus resulting in inaccurate findings during criminal investigations. As such, this article is a reliable source of information about the relevance of applying psychological theories in criminology. .
Running head COMPARATIVE ANALYSIS 1COMPARATIVE ANALYSIS .docxtodd271
Running head: COMPARATIVE ANALYSIS 1
COMPARATIVE ANALYSIS 3
A comparative analysis between Korean melodrama and other local melodrama
Student name
Institution
Most studies in recent times have discovered that Korean dramas have come with a “Korean wave” in media in the global stage. Audiences have been reconceptualised due to the availability of internet and computer that have facilitated the digital revolution. Korean melodrama has earned more views than local melodrama, a result of its marketing its content without owning a means of distribution.
Korean melodrama is a representation of a product that is a hybrid of Hollywood, since Korean melodrama makes use of practices, tools, and conventions in the narrative that comes with the preoccupation of the Korean socio-political and historical aspects. The aspect of familiarity that lacks in local melodrama exists in Korean melodrama. Studies in have shown that audiences tend to respond positively to things they are familiar to and that is exactly what Korean melodrama is.
The use of genre by Korean melodrama is a huge success to its big audiences from the west, as a study by the Korean Creative Content Agency (KOCCA) back in 2015 estimated that around 19 million Americans enjoy Korean melodrama compared to five million who preferred local melodrama as they are a definition of what the world is in reality. The aspect of what is good and what is bad entangled with emotional narratives that give the audience an opportunity to select a hero or a heroine (Martin, 2019).
Korean melodrama are structured in a way that the audience can critique structures of institutional powers and explore a world with aspects of complex social issues. Korean melodrama has a vital element of their characters not being complex and this does not place a huge burden of danger or any sort of conflict in their existing world (Smith, 2017). The study also found out that Korean dramas have integrated aspects of adventures, romance and included professional fields like doctors and police, and lawyer, which are familiar genres to the audience. The structure of the Korean melodrama comes along with themes and selective iconography that make Korean melodrama suitable for global audiences.
Korean drama has earned viewers more than local dramas in the local stage given the Korean dramas depict the actual Korean culture. Most people are attracted to Korean melodrama since they are interested with the reality. A study by a Korean television found out that their supervisor had received more than five hundred emails from people who were not Korean to include English subtitles in their videos. This proves to be a massive support comparing people have less interest in their local drama. Korean drama have earned a huge fan base due to the license agreement of online streaming that was agreed by Korea (Moon, 2019). Studies have recorded that the market of Korean melodrama has around 12% of them wh.
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Running Head: HUMAN RESOURCES PROJECT PLAN 1
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CRIMINOLOGICAL THEORIES
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Criminological Theories
MCJ 5135 Theory of Crime and Criminology
The Relevance of Psychological Theories in Criminology
The engagement of an individual in criminal activities is often influenced by various underlying factors. As such various theories have been developed to explain the behavioral patterns of criminals and enable the criminal justice departments to operate effectively. Among the developed theories, the psychological theories are perhaps the most accurate in the field of criminology. Psychological theories are based on an interaction between biological and social-cultural factors that either promote or deter criminal behavior, (Walters, 2016). Classical theories of criminology did not account for the state of mind of criminals. As such, many criminals in the past were convicted of crimes they committed unknowingly. This has changed since the adoption of psychological theories. Both individuals as well as criminal justice officials now understand that psychological factors influence criminal behavior. Appropriate measures have been implemented to ensure that the criminal justice department treats all persons fairly by assessing underlying psychological factors. As such, psychological theories have not only promoted the work of the criminal justice department but also promoted individual awareness about underlying mental conditions that affect an individual’s behavior, (Byrne & Hummer, 2016).
Review of the Literature
1. Byrne, J., & Hummer, D. (2016). An examination of the impact of criminological theory on community corrections practice. Fed. Probation, 80, 15.
According toByrne & Hummer (2016), psychological theories have the most direct influence on probation and parole compared to other theories of criminology. The authors have comprehensively analyzed the impact of various theories used to evaluate criminal behavior. They suggest that behavior is intertwined with unconscious motives. Therefore, understanding the reasons behind a crime requires a psychological evaluation to understand the interaction of the two factors. This article is suitable for this research because it captures the relevance of psychological theories in criminology.
2. Dippong, J., & Fitch, C. (2017). Emotions in criminological theory: Insights from social psychology. Sociology Compass, 11(4), e12473.
Few formal theories have been developed to capture the role of emotional processes as facilitators or inhibitors of crime, (Dippong & Fitch, 2017). According to the authors, gaps in criminology can be filled by focusing on the underlying psychological factors of the offenders. The article highlights the effect that practices such as interrogation have on the mental state of an individual thus resulting in inaccurate findings during criminal investigations. As such, this article is a reliable source of information about the relevance of applying psychological theories in criminology. .
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COMPARATIVE ANALYSIS 3
A comparative analysis between Korean melodrama and other local melodrama
Student name
Institution
Most studies in recent times have discovered that Korean dramas have come with a “Korean wave” in media in the global stage. Audiences have been reconceptualised due to the availability of internet and computer that have facilitated the digital revolution. Korean melodrama has earned more views than local melodrama, a result of its marketing its content without owning a means of distribution.
Korean melodrama is a representation of a product that is a hybrid of Hollywood, since Korean melodrama makes use of practices, tools, and conventions in the narrative that comes with the preoccupation of the Korean socio-political and historical aspects. The aspect of familiarity that lacks in local melodrama exists in Korean melodrama. Studies in have shown that audiences tend to respond positively to things they are familiar to and that is exactly what Korean melodrama is.
The use of genre by Korean melodrama is a huge success to its big audiences from the west, as a study by the Korean Creative Content Agency (KOCCA) back in 2015 estimated that around 19 million Americans enjoy Korean melodrama compared to five million who preferred local melodrama as they are a definition of what the world is in reality. The aspect of what is good and what is bad entangled with emotional narratives that give the audience an opportunity to select a hero or a heroine (Martin, 2019).
Korean melodrama are structured in a way that the audience can critique structures of institutional powers and explore a world with aspects of complex social issues. Korean melodrama has a vital element of their characters not being complex and this does not place a huge burden of danger or any sort of conflict in their existing world (Smith, 2017). The study also found out that Korean dramas have integrated aspects of adventures, romance and included professional fields like doctors and police, and lawyer, which are familiar genres to the audience. The structure of the Korean melodrama comes along with themes and selective iconography that make Korean melodrama suitable for global audiences.
Korean drama has earned viewers more than local dramas in the local stage given the Korean dramas depict the actual Korean culture. Most people are attracted to Korean melodrama since they are interested with the reality. A study by a Korean television found out that their supervisor had received more than five hundred emails from people who were not Korean to include English subtitles in their videos. This proves to be a massive support comparing people have less interest in their local drama. Korean drama have earned a huge fan base due to the license agreement of online streaming that was agreed by Korea (Moon, 2019). Studies have recorded that the market of Korean melodrama has around 12% of them wh.
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Critical Evaluation of Four Articles On Note Taking
Critical Evaluation of Four Articles On Note Taking
Note taking is the process of recording information from another source and is an integral part of university studies. Comprehensive studies have been conducted to underline the cognitive process of note taking. This essay aims to critique four research articles pertaining to the study of note taking namely by highlighting several pros and cons of certain methodologies used, to improve future researches done on the topic of note taking.
The first article aims to examine whether the use of laptops in note taking impairs learning compared to people who were using the longhand method (Mueller & Oppenheimer, 2014). They conducted three experiments to investigate whether taking notes on a laptop versus writing longhand would affect academic performance, and to explore the potential mechanism of verbatim overlap as a proxy for the depth of processing. They used an experimental design in order to achieve a quantitative result. Using five 15 minutes TED talks lectures, the use of either laptop or longhand method for note taking as a categorical variable, and 67 participant samples from different university research subject pools, they concluded that participants using laptops were more inclined to take verbatim notes than participants using the longhand method. An overlooked procedure of this methodology is that in their first study, either one or two students were placed in an enclosed room.Mueller & Oppenheimer (2014) unknowingly made this a variable in their experiment. Additionally, typical university lectures are done in an occupied lecture hall. Mueller and Oppenheimer (2014) should have had his experiments in a lecture hall with students while testing his participants, emulating an environment similar to the real world. Doing so would increase external validity without sacrificing internal validity. Participants were taken randomly from a pool of voluntary university students, which is a good representation of the larger population for their hypothesis of the experiment. Mueller and Oppenheimer (2014) did not account for how the participants usually took notes in their classes. Instructing the participants to take down notes in a medium they are not used to could have affected their implicit processing of information, affecting results. The experimenters should have divided the participants into two separate groups based on which medium they were more comfortable in using. A third control group whereby participants did not take notes would have been beneficial to this experiment, eliminating compromising factors such as selection threats (Trochim, 2006).
The next article alleviates most of the previously stated concerns. This experiment was conducted to determine whether students’ note-taking and online chatting can influence their recalls of lecture content and note quality (Wei , Wang .
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Adenike George
Walden University
NURS 6052: Essentials of Evidence-Based Practice
April 11, 2019
Critique of Quantitative, Qualitative, or Mixed Method Design
Both quantitative and qualitative methods play a pivotal role in nursing research. Qualitative research helps nurses and other healthcare workers to understand the experiences of the patients on health and illness. Quantitative data allows researchers to use an accurate approach in data collection and analysis. When using quantitative techniques, data can be analyzed using either descriptive statistics or inferential statistics which allows the researchers to derive important facts like demographics, preference trends, and differences between the groups. The paper comprehensively critiques quantitative and quantitative techniques of research. Furthermore, the author will also give reasons as to why qualitative methods should be regarded as scientific.
The overall value of quantitative and Qualitative Research
Quantitative studies allow the researchers to present data in terms of numbers. Since data is in numeric form, researchers can apply statistical techniques in analyzing it. These include descriptive statistics like mean, mode, median, standard deviation and inferential statistics such as ANOVA, t-tests, correlation and regression analysis. Statistical analysis allows us to derive important facts from data such as preference trends, demographics, and differences between groups. For instance, by conducting a mixed methods study to determine the feeding experiences of infants among teen mothers in North Carolina, Tucker and colleagues were able to compare breastfeeding trends among various population groups. The multiple groups compared were likely to initiate breastfeeding as follows: Hispanic teens 89%, Black American teens 41%, and White teens 52% (Tucker et al., 2011).
The high strength of quantitative analysis lies in providing data that is descriptive. The descriptive statistics helps us to capture a snapshot of the population. When analyzed appropriate, the descriptive data enables us to make general conclusions concerning the population. For instance, through detailed data analysis, Tucker and co-researchers were able to observe that there were a large number of adolescents who ceased breastfeeding within the first month drawing the need for nurses to conduct individualized follow-ups the early days after hospital discharge. These follow-ups would significantly assist in addressing the conventional technical problems and offer support in managing back to school transition (Tucker et al., 2011).
Qualitative research allows researchers to determine the client’s perspective on healthcare. It enables researchers to observe certain behaviors and experiences amo.
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Crime Analysis Technology
Student’s Name
Institutional Affiliation
Crime Analysis Technology
Peer-Reviewed Article Analysis
Technology has evolved over the years in various sectors, with new technological innovations being developed. One of the areas that has witnessed great applications of technological evolution is in the detection and prevention of crime. This article will analyze the various technologies that are used to prevent and detect crime.
Byrne and Marx (2011) in their article reviews the topic in detail and gives insight in the role of technology in combating crime.
The key data that will be used in this research is secondary data from various peer-reviewed sources that review the topic of Crime Analysis Technology from various perspectives. Byrne and Marx (2011) presents various data on crime and the use of Information Technology in crime detection and prevention. For instance, it highlights that the percentage of schools in the United States that deploy metal detectors is approximately 2%. The article also approximates that as of 2006, one million CCTV cameras had been deployed in the United States, although the article does not provide current estimates on the same.
The article plays a great role in my final research. It gives a highlight of the various technological applications for crime prevention and detection. This can provide a background for further research, especially the technological innovations that are currently being developed. The article also presents figures about various elements of technology in crime prevention and detection such as the number of CCTV cameras, the crime rates such as the registered sex offenders, among others. Projections can therefore be made to the future.
The article mentions several significant facts. First, it classifies technological innovations in criminal justice as hard technology versus soft technology. Hard technology innovations include hardware and materials while soft technology innovations include information systems and computer software. Examples of hard technology is the CCTV cameras, metal detectors, and security systems at homes and schools. Examples of soft technology include predictive policing technology, crime analysis techniques, software, and data sharing techniques, among others. Both of the two categories of technological innovations are important in criminal justice. Another fact is the new technology of policing. The article identifies hard policing technological tools such as non-lethal weaponry and technologies for officer safety. It highlights soft policing technologies such as data-driven policies in policing and information sharing. Another important fact that the article mentions is the issues that should be con.
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Running head: CRIMINAL JUSTICE FLOWCHART 1
CRIMINAL JUSTICE FLOWCHART 11
Introduction
The purpose of a flowchart is to graphically present information in a logical pattern according to whatis.com (2018), usually showing the progression within a process from beginning to end. This flowchart will illustrate the pattern of progression in the criminal justice systems of Canada and India. In most countries policing, the courts, and the correctional systems are interdependent in this relationship, the police are the first step and the other steps follow in a logical progression. The purpose of mapping the steps of these countries criminal justice systems is to give visual context to this progression.
Criminal Justice of Canada
Police
Canada’s criminal justice system is not that different from other systems from around the world. The Canadian system comprised of the police who investigate crimes, collects evidence, and apprehend suspects for trial in the court system. Canada’s policing uses a decentralized multiple coordination model. In Canada, the federal government is constitutionally responsible for legislating in all areas that relate to criminal matters Braiden (2006), but legislating police activity is the responsibility of the provinces.
Each province has passed a Police Act to meet their responsibilities. Police forces in Canada deal with all types of crimes, from Crimes against Persons to Crimes Against Property according to the Canadian Department of Justice (2017). The crime being investigated will dictate the course of the investigation that will follow. To satisfy their role in the criminal justice flowchart the police must collect evidence and this evidence will be used at trial.
The gathering and preserving of evidence according to rules established within the Police Act and federal legislation spelled out in the Canadian Constitution Canadian Department of Justice (2017). Once an investigation occurs with the collection of evidence, and this evidence obtained through interviews and legally issued search warrants the police will develop a most likely and viable suspect and the police will request an arrest warrant for the suspect spelling out who they are looking to arrest and for what crime they wish to arrest them for.
Courts
The arrest is one of the final steps for the police in this matter and the beginning of the court process. The first step in this process is to put the person in custody into a holding cell usually at a detention center, the person is typically seen by a judge or a justice of the peace as soon as possible, this is usually done in twenty-four hours according to the Canadian Department of Justice (2017). At this point, the judge determines a pre-trial date in some cases will release the party on bail.
A bail hearing allows the prosecution to present evidence in hopes to keep the accused in custody. In the Canadian system, the state has all the expense of investigatio.
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COMPANY OVERVIEW
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Company Overview
Name: John Blair
Institutional Affiliation: Rasmussen College
Founded in 2001, Global Inc. is one of the leading manufacturers of consumer electronics such as personal computers, smartphones, and household appliances among other products. As a limited liability company members are not liable for the organization’s liabilities or debts (Deering & Murphy, 2003). It has experienced growth currently with approximately 13, 500 workers and an annual revenue of $14 billion as of December 2017. Smartphones and personal computers form its major source of revenue which currently comprises 45% of all the revenues. Starting 2009, the company expanded to the international market and has since experienced a growing revenue due to the expanding market share. More so, due to benefits such as cheap and readily available labor, the organization moved some of its manufacturing processes to Indonesia, Bhutan and Hong Kong which has greatly impacted the operational cost enabling it to provide goods at competitive prices.
In 2016, the company faced issues related to labor management as it was established that some of its suppliers employ underage workers and also utilizes bonded labor. It has been an ethical issue faced by the organization whether it should cut ties with the suppliers and find other suppliers. The company did not have any policies that controlled labor management practices by the suppliers hence it was not likely for the organization to act with speed. On the other hand, in the established manufacturing plants in Asian countries, it emerged that some workers received wages lower than the minimum wages in the said countries. These have been the two major issues that have recently tarnished the organization’s public image. However, it has put efforts to turn around the situation and regain its previous public image.
Reference
Deering, A., & Murphy, A. (2003). The Partnering Imperative: Making Business Partnerships Work (1st ed.). New York, NY: Wiley.
Running head: ETHICAL ISSUES IN CONSUMER ELECTRONICS INDUSTRY
1
ETHICAL ISSUES IN CONSUMER ELECTRONICS INDUSTRY
4
Trending Ethical Issues in Consumer Electronics Industry
Name: John Blair
Institutional Affiliation: Rasmussen College
Trending Ethical Issues in Consumer Electronics Industry
In the consumer electronics industry, players are competing with each other to create cutting edge devices that are more appealing to the consumers. Due to this need, majority of the manufacturers have employed various strategies such as partnering with third party manufacturers in a bid to lower operational costs hence being able to present consumers with competitively priced devices. However, it is imperative to note that adoption of the various strategies by the industry players has led to a number of ethical issues such as unfair labor practices as looked into in the following section.
One, partnering with third party manufacturers.
Running head CRIMINAL BACKGROUND CHECKS 1CRIMINAL BACKGROUND .docxtodd271
Running head: CRIMINAL BACKGROUND CHECKS 1
CRIMINAL BACKGROUND CHECKS
2
Criminal Background CheckNameENG/100
Erica Letourneau
September 1, 2019
Thesis Statement:
Criminal background checks help in determining a new employee’s behavior on the job, aids in identifying illegal immigration or harbored a fugitives, and acts as a societal norm.
Determining the behaviors of a new employee
One-way Criminal background checks helps employers is through acting as a guide in determining employee behavior before joining their task force. The character of an employee is a factor that should be considered before the employee is offered an opportunity to work for any organisation (Harris & Keller, 2005).
Hiring a criminal puts the security of the customers and employees at risk. Without past information about an employee, an organization is likely to employ a criminal. In this respect, a background check comes in place to make sure that the potential employee has no tarnished background.
Aids in illegal immigration or harboring a fugitive
Criminal background checks can also aid identifying illegal immigrants or harbored fugitives in workplaces. In the modern day, illegal immigration has become a norm in the society. Considering that the illegal immigrants are not citizens of the country, it is evident that any person cannot access their records. A criminal background check does not only help to know the previous criminal engagement activities of a person, but it also helps to know if a person is in the country's system or not.
Acts as a societal norm
Criminal background checks act as a social norm which can help in a nation’s economic growth. The productivity of its citizens dictates the economy of any nation. Ethics and productivity go hand in hand. When one is involved in criminal activities, it is evident that the level of his or her productivity can be questioned (Blumstein & Nakamura, 2009). It has become a norm for the society to try and look if one is associated with shady dealings in the past. The norm has been essential in two different ways. The first way is associated with the aspect of making sure that the people who are engaged in business activities are people with a good reputation and trustworthy (Harris & Keller, 2005). The second way is associated with the influence that the background check has on the members of the society. Most members of the society try as much as they can to avoid engaging in criminal activities because such can affect their future and that promotes a norm of avoiding and staying away from crime.
References
Blumstein, A., & Nakamura, K. (2009). Redemption in the presence of widespread criminal background checks. Criminology, 47(2), 327-359.
Harris, P. M., & Keller, K. S. (2005). Ex-offenders need not apply: The criminal background checks in hiring decisions. Journal of Contemporary Criminal Justice, 21(1), 6-30.
Concerns
Areas that Need Work
Criteria
Standards for This Performance
Strengths
Evidence.
Running head: CRIME ANALYSIS 1
CRIME ANALYSIS TECHNOLOGY 2
Crime analysis is a function that usually involves the systemic analysis in identifying as well as analyzing the crime patterns and trends. Crime analysis is very important for law enforcement agencies as it helps law enforcers effectively deploy the available resources in a better and effective manner, which enables them to identify and apprehend suspects. Crime analysis is also very significant when it comes to arriving at solutions devised to come up with the right solution to solve the current crime problem and issues as well as coming up with the right prevention strategies. Since the year 2014, crime rates in the USA have increased steadily as per a study done by USAFacts, which is a non-partisan initiative (Osborne & Wernicke, 2013). With this increase in crime rates, which has majorly resulted in massive growth in technology, it is essential to come up with better means and ways of dealing with the increased crime rates. With the current advancement in technology, better law enforcement tools developed, which has enabled better crime deterrence in better and efficient ways. All this has been facilitated by the efforts of crime analysts who have come up with better tools and thus enabling the law enforcers to better deal with the crimes (Osborne & Wernicke, 2013). In this paper, I will consider the application of crime analysis technology and techniques in fighting crimes. Application of crime analysis technology and techniques used to make crime analysis more accurate and efficient.
Currently, the two technological tools that are used in predictive policing software have enabled security agencies to effectively use predictive policing ("Crime Analysis: Fighting Crime with Data," 2017). Application of this software has enabled better crime prevention as with data obtained in the previous crimes have been used to predict possible future severe crimes in a specific area.
Through the adoption and use of crime analysis, law enforcement agencies have been able to fight against crimes as when compared with the past effectively. The use of crime analysis comes at the right time, where there has been an increase in crime rates in the current digital error. In a survey done by Wynyard group in 2015, the study revealed that for every 10 law enforcement officials 9 of them believe that the use of current technology in crime analysis has had positive effects in helping the agencies in solving crimes as they can identify essential links and trends in crimes ("Crime Analysis: Fighting Crime with Data," 2017). In the same way, other sectors have benefited from data analysis with spreadsheets, databases, and mapping, law enforcers have been able to use data analysis to come up with a better decision. Crime analysis ha.
Running Head CRIMINOLOGY USE OF COMPUTER APPLICATIONS .docxtodd271
Running Head: CRIMINOLOGY USE OF COMPUTER APPLICATIONS 2
CRIMINOLOGY USE OF COMPUTER APPLICATIONS 2
In the wake of technological advances, the use of computers has played a major role especially in criminal justice (Moriarty, (2017). This paper has focused on the use of computer application technologies in criminology and the potential it has in legal systems. From enabling easy access for witnesses to search for accused peoples’ photographs on the screen and go through the whole court procedural activities. Moreover, criminals’ records can be monitored using databases and it is easy to make a follow-up on crimes they have committed in the past and the charges against them. Forensics can also be conducted and investigations can now be carried out easily and very fast. Also, when one is linked to cases, they can be easily identified using forensics and fingerprints. Portable laptops have also helped police officers in getting information and any important details related to a crime at any place without having to go back to their working stations. James (2017), argues that unlike in the past, investigations are done faster due to internet connections and ease of communication between community members and investigative officers through the use of phone gadgets.
Computers have broad variance in usage which has been enhanced by computer applications. For instance, massive record keeping systems have relied for reference on criminal accounts, case records and unresolved warranties. Incorporation of technology in criminology has just made the career easy and also improved livelihoods. Many police units now use computerized applications to keep up with the ever-rising crimes. There are different applications being used nowadays, from mobile technology, to use in-car computers, CCTV camera installations and also software such as the Computer Aided Dispatch. Investigators often use programmed record management systems to monitor information they obtain and guard it properly. With the current technology, it is possible to detect impending crimes, track stolen goods and the culprits, tell which time a crime occurred and also who committed it and where.
Computer applications:
1. In-Car Computer installations in police cars.
Blumstein (2018), contends that this application that allows traffic patrol police to effectively carry out their activities especially when vehicles violate traffic rules. In the current world, things are drifting toward being more computerized than handwritten (Maxfield & Babbie, 2014). Thus event arrest reports are being typed. It also means that after traffic references are written down, they are generated by the computers installed duplicating a copy to the person who breaks the rules. This is seen to reduce paperwork and improve the efficiency of police officers' work.
2. Computer Aided Dispatch
In the past, correspondents would use hand.
Running Head CRITICAL ANALYSIS OF THE WHISTLEBLOWER INCENTIVES .docxtodd271
Running Head: CRITICAL ANALYSIS OF THE WHISTLEBLOWER INCENTIVES 1
CRITICAL ANALYSIS OF THE WHISTLEBLOWER INCENTIVES AND PROTECTION 5
Doctor of Business Administration- Finance
Track- ADRP
Flexible Design Methods
Critical Analysis of the Whistleblower incentives and protection: Are a way of applying investment banking incentives to control management unethical and illegal practices
Introduction
Whistleblower incentives and protection refers to the monetary reward as well as protection which the United States Government offers to the individuals who exposes certain wrongdoings in the community more especially in government institutions. The Federal law requires the government to reward the whistleblowers a certain percentage of money that is recovered following their tips of exposing the wrongdoing acts. This percentage may go up to 30 percent of the total recovered money. In this paper, I will critically analyze whether Whistleblower Incentives and Protection are ways of applying investment banking incentives to control management unethical and illegal practices. And maybe are the whistleblowers rewarded accordingly in terms of security and money.
Problem Statement
What happened?? This is not anything like what was approved or what was in the white paper. Follow the instructions and make a paragraph out of the bullet outline problem
The Problem statement, which will be addressed in this paper, is that, whistle blowers are not given adequate incentives and protection resulting in the difficulty of reporting wrongdoing, misconduct and unethical behaviors. According to Andon, et al., (2018), Lack of whistle blower incentives and protection makes it difficult for whistle blowers to report wrongdoing, as they feel insecure. “The current whistle blowing system is not effective and therefore does not provide the basis for investigation of corruption cases and any misconduct within a company (Ballan, 2017). In support of Ballan’s views on the whistle blowing system, Keith, Todd & Oliver, (2016) indicated that the managers aren’t empowered to sanction employees involved in unethical behaviors because of lack of whistle blower incentives which are reinforced by the Federal laws.
Specifically, failure of finance department to offer adequate whistleblowers incentives as well as protection within the investment – banking sector in the United States. As per Keith, Todd & Oliver, (2016), in their recent research, they recommended that the finance department in any organization is a very critical area that can determine the overall performance of an organization. Failure to provide whistleblower incentives and protection to finance staff makes it difficult for them to report unethical behaviors.
Research Questions
What happened here? Where is the list of approved RQs Where are the numbers
It’s important to note that integrity and corruption free environment can be enhanced if specifically the involved organizations are audited or watch.
Running head CRITICAL APPRAISAL OF RESEARCH ARTICLES .docxtodd271
Running head: CRITICAL APPRAISAL OF RESEARCH ARTICLES 1
CRITICAL APPRAISAL OF RESEARCH ARTICLES 10
Critical Appraisal of Research Articles on Evidence-Based Practice
Name
Institution
Course
Date
Critical Appraisal of Research Articles on Evidence-Based Practice
Full APA formatted citation of the selected article
Article 1
Article 2
Article 3
Article 4
Barakat-Johnson M., Lai M., Wand T. & White K. (2019). A qualitative study of the thoughts and experiences of hospital nurses providing pressure injury prevention and management. Collegian, 26(1), 95-102.
Park S. H., Lee Y. S. and Kwon, Y. M. (2016). Predictive validity of pressure ulcer risk assessment tools for the elderly: A meta-analysis. Western Journal of Nursing Research, 38(4), 459-483.
Boyko T., Longaker M. T., and Yang G. (February 1, 2018). Review of the current management of Pressure Ulcers. Journal of Advances in Wound Care, vol. 7, issue No. 2. Pages 57-67.
Ferris, A., Price, A., & Harding K. (2019). Pressure ulcers in patients receiving palliative care: A systematic review. Palliative Medicine, 33(7), 770-782.
Level of evidence of the article
Level 4 evidence. The article provides a summary of the individual thoughts and experiences regarding the issue of pressure ulcers
Level 2 evidence. The information comes from the meta-analysis of all the relevant and randomized, as well as the controlled trials.
Level 1 evidence. The article offers evidence from the systematic review of the randomized as well as the controlled trials from the experiments.
Level 1 evidence. The information is evidence from the systematic reviews of trials that have been relevant and controlled while the researchers were trying to carry out the research.
Conceptual Framework
The theoretical basis that led to the research was an increased number of injuries resulting from pressure ulcers, and this led to the need for having a study to find the ways that were effective for preventing such occurrences.
The theoretical framework that led to this study was that pressure ulcers have become a major challenge and a challenging goal when it came to providing healthcare for pressure ulcer patients. Therefore, it led to the need to have a study that could deal with the challenge.
The theoretical framework that necessitated this research was the incidence of pressure ulcers that were increasing because of the poor and aging population as well as the elderly that were living with incidences of disability.
Pressure ulcers were highly associated with significant mortality and morbidity and high costs of healthcare services, and this led to the need for a study to review the situation.
Design/Method
A qualitative and exploratory design using semi-structured interviews. Sampling was also done and used for obtaining the participants and information from the relevant individuals of the study.
A qualitative study w.
Running Head COMPARATIVE ARGUMENT2COMPARATIVE ARGUMENT2.docxtodd271
Running Head: COMPARATIVE ARGUMENT 2
COMPARATIVE ARGUMENT 2
Shouq Alqu.
CWL 200 SEC 03
Feb / 23 / 2020
Comparative Argumentative Critical analysis
Introduction
Plato’s allegory of the cave is a notion about human perception. Plato argued that knowledge acquired through the senses is just an opinion but for one to acquire knowledge then it must be through philosophical cognitive. Plato gives an analogy of the prisoners tied to some rocks in a cave since they were born. They cannot see anything except shadows of objects carried by people walking in the walkway. Since the prisoners had not seen the real objects ever since they were born, they believe that these shadows are real. Fortunately, one prison escapes from the cave and meets the real world and recognizes that his perception of reality was mistaken. He goes back to the cave and informs the other prisoners what he found. Unfortunately, they don’t believe him (Alam 5).
Overview of Gogol’s Overcoat and Lahiri’s Namesake
The overcoat is a story written by Nikolai Gogol about Akaky Akakievich, an underprivileged government clerk in Russia. Though he is devoted to his work, his hard work goes unrecognized by his colleagues who joke about his overcoat. When his overcoat is worn out he decides to get it fixed but his tailor advises him to get a new one because the old one was beyond repair. His tailor finally makes a new coat for Akaky which makes his colleagues celebrate him by throwing a party for him. His coat does not last long because it is stolen and Akaky’s efforts to get it back do not bear fruit. He dies of fever (Yilmaz 195).
Namesake is a story about Indian immigrants who settle in the US. Soon after, they get a baby boy who is given a temporal pet name by his father: Gogol. When he starts kindergarten Gogol is given his good name, Nikhil, which he rejects and clings to his pet name. But when he grows up Gogol knows the meaning of his name and starts to despise it. At the age of eighteen, he changes his legal name to Nikhil. He becomes acculturated and adopts the American way of life. That way he feels comfortable around his friends and especially the girlfriend. It was after his father’s death that he knew the true meaning of his name and changed it again to Gogol (Jaya 158).
The relevance of Plato’s Allegory of the cave on Gogol’s ‘Overcoat’ and Lahiri’s ‘Namesake’
The most significant insinuation of these stories is how the two main characters change their identity. Both of them were not named after they were born. Coincidentally, their fathers picked their names for them. As the writers of these two stories put it, these two characters could not be given any other names. These two characters are comfortable with their identities just like the prisoners in the cave (Ledbetter 130).
Akaky is afraid of changing his old ways of doing things. He was seen in the same position and place with the same uniform, his overcoat, and this made his supervisors believe that he was born as a r.
Running Head CREATING A GROUP WIKI1CREATING A GROUP WIKI .docxtodd271
Running Head: CREATING A GROUP WIKI 1
CREATING A GROUP WIKI 3
Title: CREATING A GROUP WIKI
Student’s Name:
Institution:
As far as the definition to my words is concerned, metacommunication can be defined as all nonverbal cues experienced by different people. Some of the metacommunications experienced by people include; tone of voice, gestures, facial expression and body language. On matters related to the facial expression, it can be used to show the feelings of the people involved in an incident. However, different people should be encouraged to understand the use of the metacommunication in ensuring that the society is able to operate in an effective manner. Again, gestures can be used in ensuring that communication is enhanced amongst different people. The use of gestures plays important roles in ensuring that different ideas are shared in the best way possible (Hazari, 2019).
On the other hand, evaluative communication can be used for the purposes of causing defensiveness by ensuring that judgment is passed. It is through that whereby majority of the people are enabled to focus on the problem experienced hence making it easy for the right solution to be found. The ability of people to focus on the problem can be used in ensuring that the required solution is identified therefore reducing the issues experienced by the people. However, majority of people should be encouraged to engage in evaluative communication for the purposes of ensuring that the solution to the issues experienced is found (Ma, 2020).
References
Hazari, S., North, A., & Moreland, D. (2019). Investigating pedagogical value of wiki technology. Journal of Information Systems Education, 20(2), 8.
Ma, Q. (2020). Examining the role of inter-group peer online feedback on wiki writing in an EAP context. Computer Assisted Language Learning, 33(3), 197-216.
Running Head: MATRILOCAL AND CONJUGAL FAMILY 1
MATRILOCAL AND CONJUGAL FAMILY 3
Title: MATRILOCAL AND CONJUGAL FAMILY
Student’s Name:
Institution:
My first term I chose is matrilocal family. However, matrilocal family is a family whereby the husband goes to live with the family of the wife. This is a culture which allows the man to move to live with the mother and the father in law. As a result, the man is required to change his social life their living according to the cultures of the parents in law (Brown, 2020).
As far as the episode is concerned, the man had to go and hence live with the female’s family. It is through that whereby the man was required to change his lifestyle and hence adapt the live from the female’s family. Moreover, when not controlled, matrilocal family might end up bringing about conflicts amongst the people and their care has to be taken so as to ensure that the cases of misunderstanding are not experienced.
On the other hand, conjugal family is the other term which should be considered in different aspects. However, this is a term in which the marred coup.
Running Head: CRITICAL ANALYSIS 1
CRITICAL ANALYSIS PAPER 7
Critical Analysis Paper #2
Professor McMahon
Waffa Elsayed
HBSE
03-25-2019
Introduction
In this paper, I will argue that “Intimate Partner” is used to represent any inclusive romantic or sexual relationship between two non-biologically-related people. Ideally, these kinds of relationships show lots of love and support for each other. Unfortunately, some people do not act like the ideal condition and abuse their partners cause considerable emotional or physical pain and injury (Belknap, Chu, & Deprince, 2012). Sometimes abusing behavior brings violence and makes the worse situation ever. Different type of abuses such as emotional abuse, economic abuse, social isolation, physical abuses takes place in case of creating intimate partner violence. Sometimes some people start to stalk their partners with generating a different motive such as anger, hostility, paranoia, and delusion towards their partners (Belknap, Chu, & Deprince, 2012). One partner verbally threats his/her partner through using emails, text messaging, and social network Internet sites. In 2012, 4th February, a 21-year-old California boyfriend had bound legs of his girlfriend with tape and threatened her with pointing a gun towards her and beaten her, and kept her for nine days. This situation occurred as the girl received a text message from another man on her cellphone (Belknap, Chu, & Deprince, 2012). It is clear that technology can lead to intimate partner abuse. In this paper, I will argue that technology in terms of electronic devices can be used as the trigger for more intimate partner violent abuse. Comment by Sarah McMahon: I would suggest having someone review your writing to help improve your ability to convey your ideas. Comment by Sarah McMahon: I am wondering what this means- different from what? From IPV? It seems to me that it is a similar motive so I am unclear. Comment by Sarah McMahon: The purpose of this assignment is: “Develop an argument that compares these types of violence in a specific way(s), such as the root causes, the impact on victims, society's perception of the crime, or our response to the crime. How are they similar or different?” I am not sure your thesis answers that question?
Causes and Impact of Intimate Partner Violence and Stalking and Electronic Abuse
These days, out of ten women, one lady murdered or badly injured by her intimate partner. Life threatening matters are the most common factor which can create physical violence among intimate partners. Comment by Sarah McMahon: This is not a full sentence. I would suggest having someone proofread your paper as I suggested last time. Comment by Sarah McMahon: I am unclear on what this means. What are the life-threatening matters and what is the most common factor that causes physical violence? If you are talking about the causes of IPV .
Running head: COUNSELOR ETHICS
1
PAGE
7
COUNSELOR ETHICS
Counselor Ethics and Responsibilities
Grand Canyon University: PCN 505
Dr
November 15, 2017
Counselor Ethics and Responsibilities
To be a successful counselor and abide within the ethical and legal guidelines, counselors must take into consideration what is involved in providing sound and ethical judgements. Being a counselor should not be taken lightly, someone is trusting us to provide them with the best care possible and assist in finding solutions that will possibly work for the betterment of their livelihood. Counselors must ensure that their clients confidentiality will not be misused and counselor’s guarantee that appropriate measures are in place to provide a professional, safe, nonjudgmental environment.
Client Rights
Principles of Ethical Practice
There are five key principles of ethical practices, and Davis and Miller (2014), references Kitchener (2000) models on the following five principles:
a.) Autonomy addresses the concept of independence. Counselors should make sure they are not pushing their own values and beliefs onto clients, but rather encourage them to make their own decisions and act within their values. He/She would ensure clients fully understand how their differences may affect others whether positive or negative. He/She would also ensure they are competent to understand the choices they are making are theirs without any other influences. Clients who are children or persons with mental limitations, he/she need to make sure they have a well-informed, competent adult making decisions in their best interest.
b.) Nonmaleficence is the concept of not causing harm to others. Professionals should ensure clients are positively engaged during sessions and are not misconstruing information given to them.
c.) Beneficence shows the responsibility of the counselor contributing to the safety of the client. Incorporate positive outlooks and thinking in sessions. Periodically asking clients about their feelings, depending on the circumstances to make sure they have no intentions on harming themselves and be proactive when necessary.
d.) Justice in counseling means “treating equals equally and unequals unequally” (Davis & Walker, 2016). If I am providing services to two clients who are depressed. One is depressed and suicidal and the other client is not, more attention would be devoted to the client who is suicidal, and the proper steps would be taken to ensure the client does no harm to himself.
e.) Fidelity includes being, loyal, faithful and committed. Maintaining and having trust within the client-counselor relationship is crucial to successful progress, once that trust is broken, the client may leave and seek treatment elsewhere, or worse harm themselves or others. Clients need to be able to talk to about their feelings no matter how bad they think their situation is.
(Davis & Miller, 2016).
Informed Consent Process
Informed consent .
Running Head COMMUNICATION TRAINING PLANCOMMUNICATION TR.docxtodd271
Running Head: COMMUNICATION TRAINING PLAN
COMMUNICATION TRAINING PLAN
Communication Training Plan
Student’s Name
Institutional Affiliations
Company Culture and Communication Obstacle
Northwest Valley Community College has a culture of providing the best learning environment to its students and ensuring that school staff communicate effectively without experiencing unauthorized access to their data and information. Also, its culture is ingrained in ensuring its students are working in an environment that is healthy and safe. The management of Northwest Community understands the importance of having a healthy learning environment and effective communication network inside and outside the school premises. As such, Kelsey Elementary school is setting up measures to implement a detailed communication training plan for staff and students to gain information safety skills.
This plan will be developed by a strategic communication team selected by the school. This plan will be designed in a way that it provides a framework to manage and coordinate communication among the students, instructors and parents. The plan will identify efficient communication channels, standards, appropriate audience, and frequency. This plan will require a shared responsibility among management, students, communication team and students. After the implementation of this communication plan, the team will measure its effectiveness to ensure it meets the expected objectives and goals.
Needs and Tasks Analysis
Northwest Valley Community Collwgw communication team will conduct a needs and analysis task to determine the training needs. The management will be able to know who needs the training and the kind of training required. The following are the steps the company will use to conduct training needs analysis.
· Organizational Analysis: The school management should work with the teachers to identify the priorities of student training. In this case, the management will conduct an evaluation to ensure the training goes hand-in-hand with the school’s goals and objectives.
· Secondly, the management will list specific types of communication channels to be utilized within the school environment. Also, they will specify the skills and competencies needed by employees to ensure they clearly understand how to utilize these communication channels. By doing this, they will have a solid foundation on who should conduct the training and how it should be conducted. (Liaw, 2014)
· The last step will involve the identification of staff members who need to undergo communication training. However, since it is a learning institution, every staff member and students will be subject to training.
Research Technique
Northwest Valley management has decided to implement an external training program to address the training plan. Therefore, they need to identify and understand the organization’s communication training needs. As such, they should start by hiring an e.
Running head Commitment to Professionalism1Commitment to Prof.docxtodd271
Running head: Commitment to Professionalism 1
Commitment to Professionalism
3
Commitment to Professionalism
Your Name
Course Number & Title
Instructor's Name
Month Day, Year
Commitment to Professionalism
Advocating for _________
Identify the focus of your advocacy efforts and give an example of an issue you would like to address as an advocate. You may want to start off with something like: A great passion of mine is to advocate for __________ because___________. Research shows that this is a critical issue______________.
In the next few paragraphs be sure to:
· Identify one individual or group (local policy maker, state-level legislator, corporate leader, etc.) that you can contact for support of your issue and provide a rationale for choosing this individual/group.
· Describe the strategies you would use to gain the support needed for this issue through individual advocacy.
· Describe the strategies you would use to attract the support needed for this issue through collective advocacy.
· Create two talking points (as discussed in Chapter 13) using one concrete example (refer to key term in chapter reading for precise definition) for each point to demonstrate the importance of the issue. These talking points should be appropriate to use when talking to legislators or the media about the issue for which you are advocating.
Commitment to the Profession
In this section be sure to
· Describe how you will advocate on behalf of young children, their families, and the profession.
· Describe how you will support the development of future practitioners and leaders in the field.
· Referring to to Figure 13.1 “A Professional Continuum” and describe how your efforts will support the field away from unskilled workers and toward paradigm professionals.
Don’t forget specific details, examples, and citations to help you get a top grade
References (Text and at least TWO outside sources)
Ashford Textbook (Online edition): *
Author, A. (Year published). Title of book: Subtitle of book (edition, if other than the first) [Electronic version]. Retrieved from from URL
Example:
Witt, G. A., & Mossler, R. A. (2010). Adult development and life assessment [Electronic version]. Retrieved from https://content.ashford.edu/books/4
Online Journal Article (such as from the Ashford Library):**
Author, A. (Year Published). Article title. Journal Name, Volume(Issue), page range. doi:# or Retrieved from journal’s homepage URL
**When including a URL for an online journal, you must search for the journal’s home page and include this in your reference entry. You may not include the URL found through your university library, as readers will not have access to this library.
Examples:
Churchill, S. D., & Mruk, C. J. (2014). Practicing what we preach in humanistic and positive psychology. American Psychologist, 69(1), 90-92. doi:10.1037/a0034868
Santovec, M. (2008). Easing the transition improves grad retention at Trinity U. Women in Higher Education, 17(10), 32. Retr.
Running head: COVER LETTER 1
5
Cover Letter for Grant Proposal
Pasqualina L. Anderson
Walden University
HUMN 6207-3, Grant Writing
Dr. Frances Mills
January 17, 2019
Abstract
The homeless population in communities across the United States is vulnerable to physical and mental illnesses, largely due to a lack of medical treatment resources and harsh environmental conditions. Rehabilitation centers and programs aimed at closing the gap between this population’s lack of resources and medical needs can help address many of the problems this population faces. Social programs aimed at reducing homelessness or intervening in the lives of homeless populations do not necessarily extend beyond providing food, shelter, and a means to economically transition from being homeless to being a non-homeless member of society. Mental illness is one of the barriers to economic sustainability and sustenance that have been recorded in this population. The aim of the proposed program is to offer a means of treatment for this population, using a sample size of 20. Another vital aim of the program is to examine the correlation between the homeless population, their environmental circumstances, and mental illness. It is the program leaders’ hope that the program’s analyzation of the data will lead to new intervention, treatment methods, and deep understanding of how mental illness plays a role in homelessness.
Keywords: homelessness, mental illness, intervention treatments
Cover Letter
To Whom It May Concern,
An estimated 500,000 individuals are homeless in our community and are at risk of developing serious, uncontrollable health issues (Rogers, 2018). Our grant proposal’s main objective is to improve the well-being of the homeless population within our community. Besides physical ailments and diseases that may impact the homeless population, mental health issues and challenges will need to be addressed as part of this proposal. Specifically, our project seeks to reduce the prevalence of drug addiction and substance abuse amongst the homeless.
Utilizing a case study research design, our project will aim to analyze data pertaining to the relationship(s) between our community’s homeless population and drug addiction/substance abuse. A sample size of 20 will be selected from the Homeless Health Education Group. The projected timeline for the project is three years. It will focus on providing psychiatric intervention, reduce health problems, and provide mental health care. A rehabilitation center will be established to meet these objectives. Technology assets will be necessary to enhance efficiency and collect data reports from the 20 members of the sample population (Gitilin & Lyons, 2014; Marchewka, 2014).
Management and oversight will need to be incorporated into the proposal to ensure the project achieves its mission (Burke, 2013). The project’s projected budget expenditures total $1.638 million and its projected revenues total approx.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
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The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
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Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
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Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
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core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
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population expansion, and economic progress, the effects on natural ecosystems are becoming
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these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
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Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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Running head CASE STUDY GEICO1CASE STUDY GEICO1.docx
1. Running head: CASE STUDY: GEICO1
CASE STUDY: GEICO1
Case Study: Geico
Jane Doe
Strayer University
HRM 533- Total Rewards
April 21, 2019
Case Study: Geico
An effective total reward program covers the single elements of
rewards as well as the value and overall cost. Alignment of the
complete rewards program with the organization’s strategic
objectives equips the company with the appropriate tool to
design, implement and evaluate the package. Geico offers a
total reward program aimed to promote health and career
2. enhancement.
The first section of the paper determines whether Geico facets
align with the top five advantages of the total reward programs.
The second segment provides a strategy to ensure Geico’s plan
addresses the senior positions of total rewards. The next part
evaluates how well Geico communicates its entire rewards
program. The final section provides methods to enhance Geico’s
complete rewards program.
The Top Five Advantages of a Total Rewards Program
The definition of rewards encompasses the overall value
proposition that the employer offers to the employee whereas
total package focuses on compensation, benefits, and careers
(Morris, 2005 pg. 6-9). Therefore, the rewards program
“encompass everything that is “rewarding” about working for an
employer or everything employees get as a result of their
employment (World at Work, 2007 pg. 2). Geico’s total rewards
package centers around the health and careers of its employees.
The effectiveness of the rewards plan depends on how well it
aligns with the organization strategy and objectives.
Geico offers a variety of elements through its total rewards
packages such as health and well-being, education and training,
finance and retirement, and family and leave. The rewards
program entails five top advantages such as increased
flexibility, improved recruitment and retention, reduced labor
cost, heightened visibility in a tight labor market, and enhanced
profitability (World at Work, 2007 pg. 15-17). Geico’s family
and leave package align with the top five advantages because it
focuses on providing a work-life balance to employees which
supports the alignment of the senior position.
Work-life balance is an essential tool to attract, retain and
engage employees. The benefit of family and leave allows
employees to spend more time with family and friends and to
attend to other business outside the job. Family and leave
support employees effort to achieve success at home and work.
The family and leave plan are a crucial component of Geico’s
total success to increase flexibility, retain and attract top talent,
3. decrease turnovers, heightened profitability, and utilized as a
competitive advantage.
Revising Geico’s Total Rewards Strategy
The development of an effective total rewards strategy requires
pertinent data, sound decisions, and measure of the progress. A
rewards strategy is “an approach to reward based on a set of
coherent principles in support of the organization’s aims (Rose,
2014). It determines the path in which reward management,
revolutions, and development must take to support the
organization’s strategy, how to integrate the design, the priority
of initiating the proposal, and the pace for implementing the
stratagem.
“An effective total rewards strategy results in satisfied,
engaged, productive employees who create desired business
performance and results (World at Work, 2007 pg. 8). Coupled
with the rising difficulties to improve recruitment and retention,
creating a total rewards strategy is essential to the success of an
organization. Up to this point, Geico family and leave plan
seem to address the top five advantages of total rewards.
However, there is room to ensure that Geico’s entire policy
addresses all five benefits.
First, Geico must convey a broad definition of its strategy to its
employees. It allows employees to receive a complete
understanding of the approach. Next, the company must clarify
the direction of the organization. Explaining the path provides
employees with a clear, and specific message that is well-
designed and understandable. Geico must articulate the strategy
with effective communication, a language that’s easily
understood and does not leave the employees confused.
The company must manage the value of the strategy, balance
flexibility and adherence to the core which meets population
needs and define the universal principles of the company. The
next step involves measuring and accurately tracking the
progress of the program. Geico must also recognize the
recipient’s value while emulating the tactics of other companies
to create a better approach for the company.
4. Effectiveness of Geico’s Communication of its Total Rewards
Program
If the staff does not understand their reward program, then
employers are not investing what is their most important cost
item in an effective way (Armstrong & Cummins, 2011). The
effectiveness of communication is essential to establishing
trust, the company’s culture, increased employee engagement,
enhanced performance, and building working relationships.
Geico’s presentation of its total rewards program seems to
demonstrate the effectiveness of its communication process in a
positive way. The company’s style of communicating provides
useful insight toward the breakdown of the reward plan in a
transparent, understandable, readily available, and well-
designed fashion.
Its stratagem aims to guarantee that its practices support the
attainment of its organizational goals and the needs of
participants. “Communication is a two-way process of
disseminating visions, ideas, and instructions one way and
evaluation the other (Cartwright, 2002). Many establishments
seized the chance to communicate the assistance of its total
reward strategy via visualization, messages that directly targets
the audience and advanced communicating techniques that serve
the purposes of educating and assisting workers to utilize every
option at their disposal. It’s never easy to relay messages of a
total rewards plan to every participant because of the difference
in ages, lifestyles, and level of employment.
One way for Geico to enhances the effectiveness of the
communication of its total reward program is by surveying and
interviewing employees to learn the best way to communicate
the plan to its members. The company may elect to conduct
survey feedback. “Survey feedback is information that is
collected by a survey from organization members and then
compiled, disseminated, and used to develop an action plan for
improvements (Williams, 2010 pg. 288).
Geico can also create an employee rewards program website to
provide resources and vital information to help answer question
5. left unanswered to participants. It must give members detail
information related to the plan as well as available resources to
address issues about the program. The website must include a
section for feedback and an open line of communication to
reach the required personals. Creating this type of website not
only improves its communication effectiveness but also displays
the organization true potential to assist employees in any way
possible.
Improvements or Changes to Geico’s Total Reward Program.
An employee’s viewing of an organizational total rewards
program may force the company’s Human Resource leader to
take circumstances into account to add or obliterate elements
from the agenda. An organization total rewards programs must
not only align with the organization’ goals and objectives but
also with its capital investment. It must support the needs and
wants of its members and work to deliver them effectively.
Although Geico offers great benefits through its rewards policy,
the obligation to revise is an open option.
For example, the company may elect to add performance and
service recognition to its total reward program to recognize
employees that remain loyal to the company. Performance and
recognition services show the members that they are valued not
only as a worker but also as a person. When workers feel they
valued they tend to bring every effort forth to meet or exceed
the company’s expectation. A valued employee is a happy
employee that strives to improves productivity. The recognition
acknowledges or gives special attention to employee’s actions,
efforts, behaviors, or performance (World at Work, 2007 pg.
10). The performance and recognition plan involve presenting
employees with honors such as service, loyalty, retirement,
peer, and exceeding performance awards.
Another example to improve or change a company’s total
reward program consists of expanding its health and well-being
package to include gym memberships. When companies offer
employees the opportunity to attend a gym at little cost it
demonstrations the level of care employers exhibits toward their
6. employees physical, mental, and emotional well-being as well
as their health. It gives participants a chance to working on
improving themselves in more than one way. It provides
members with a place to shape their body and mind. It’s a win-
win situation for both the employees and employers.
Conclusions
In conclusion, a rewards program embraces how active
companies communicate the entire employment package
inclusive of compensation and benefits, work-life, performance
and recognition and development and career opportunities to
participants. An effective reward program must align with the
company’s strategy and objectives. Total rewards either drive or
diminish organizational performance depending on how well it
supports the business strategy and how well the company tracks
the strategy when it encounters changes (Morris, 2005). Geico’s
total reward program endorsed the organization’s business
strategy as well as its goals and objectives. A properly designed
and well-executed reward programs can be the determining
factor of business success. However, it can also weaken the
success of an organization’s business strategy.
7. References:
Armstrong, M., & Cummins, A. (2011). The Reward
Management Toolkit: A Step-By-Step Guide to Designing and
Delivering Pay and Benefits. London: Kogan Page. Retrieved
from
https://search.ebscohost.com/login.aspx?direct=true&db=nlebk
&AN=354496&site=eds-live&scope=site.
Cartwright, R. (2002). Communication. Oxford, United
Kingdom: John Wiley and Sons, Inc. Retrieved from
https://search.ebscohost.com/login.aspx?direct=true&db=nlebk
&AN=66787&site=eds-live&scope=site.
Morris, I. (2005). A Total Rewards Overview. In Benefits
Canada (Vol. 29, pp. 6–9). Transcontinental IT Business Group.
Retrieved from
https://search.ebscohost.com/login.aspx?direct=true&db=bth&A
N=19369775&site=eds-live&scope=site.
Rose, M. (2014). Reward Management. London: Kogan Page.
Retrieved from
https://search.ebscohost.com/login.aspx?direct=true&db=nlebk
&AN=732518&site=eds-live&scope=site.
Williams, C. (2010). Management. Mason, OH: Cengage
Learning
World at Work (2007). The World at work handbook of
compensation, benefits, and total rewards.Hoboken, NJ: John
Wiley & Sons.
Summer 2018 Guidelines for Graduate Papers
8. HRM Courses Facilitated By:
Dr. Gary Lorenzo Wash
PREPARING FOR YOUR PAPER ASSIGNMENTS
**PLEASE READ**
If you basically understand and adhere to the information in this
document, you will probably do a good
job with your paper submissions. It is extremely important that
you know we are not here to address
what you previously did with papers in previous courses. We
are here to establish the guidelines for this
course and they are provided below in this document.
APA Style – What does this mean for faculty and students?
Strayer University adheres to APA style guidelines as published
in the 6th edition of the APA style guide. The
University subscribes to APA style to provide a consistent set
of writing and formatting standards that can
be used in all written assignments. APA also ensures that
students have a consistent way to provide
documentation for all sources used in assignments.
However, it is also important to note that not all aspects of APA
style are applicable to all classes and/
or assignments. Just follow the lead of the instructor for the
current course you are in, NOT previous
courses.
What is required?
While each assignment is different, there are some components
that are universal to all. These include:
9. 1. Double-space all lines of information in the paper. Spacing
beyond double is not permitted.
2. Indent the first line of every paragraph ½ inch. Page-long
paragraphs are not permitted.
3. Align the text to the left margin, leaving the right margin
“ragged”.
4. The document must have a title page that has a running head
with the first page number. There
must also be on the page (centered) the paper title, student’s
name, school name, and date of
assignment as minimum information. A sample paper template
will be provided and is highly
recommended to use as a source for writting effective papers.
5. Reference lists begin after the last page of text. A reference
list is used at the end of the paper to
accurately document all sources cited. The reference list is
organized alphabetically, is double-
spaced, and uses a hanging indent paragraph style. NOTE – The
reference format will differ
depending on the source (i.e. book, journal article, newspaper,
and website). Please refer to the
APA style guide to provide correct documentation and the
sample reference list for our course.
6. Headings will be used for all required sections of the paper.
In other words, for each criteria
statement for the assignment a heading will determined. The
heading should not be a copied and
pasted criteria statement. Instead, student should revise the
statement and come up with a
10. “less-wordy” version for the heading (see sample paper
template).
7. In-text citations are used to summarize, paraphrase, or quote;
it is important to provide credit when
using others ideas, thoughts, or work. Citations allow the reader
to easily find the source document.
Citations for ALL assignments are required and there must be at
least one for every reference
listed on the reference page. All citations in this course must
have 3 parts: (1) Author or source, (2)
year, and (3) page or paragraph number (depending on the type
of reference).
Specifics from the Instructor (Very Important)
In order to ensure the least amount of points reduced when
grading your papers, the following
actions must strictly be followed:
1. First and foremost, follow the above APA requirements from
the Purdue Owl link provided.
2. Do not submit papers filled exclusively or overwhelmingly
with researched information from
others work. With any sourced information, you must also
provide your own perspectives and
thoughts. You may decide how you balance the researched
information with your own thoughts.
3. Citations to show the work of others must be placed in
appropriate places within the paper, which
is either directly before or immediately after the quoted or
paraphrased information. If a citation
is placed at the end of a paragraph and there is no way to
determine what information it covers,
11. points will be lost for improper placement of the citation.
4. **VERY IMPORTANT** Information and discussions in the
paper must directly cover what the
criteria instructions (statements) outline from the
syllabus/course guide. Sometimes a single
criterion directs that you address more than one area, so ensure
that you cover everything. Avoid
addressing things with no relation to the overall topics for the
paper.
5. **PLAGIARISM** Everyone should know that plagiarism is
absolutely not permitted. I cannot
express more the seriousness surrounding this point. For this
course, there is no such thing as
“allowable percentage of plagiarism”. An assignment will be
considered “flagged” for plagiarism if 3
or more "sections of words" (sentences, paragraphs, etc.) are
determined to be from other
sources for which credit has not been given. The paper will then
receive a score of “0”
Here’s how plagiarized information in papers will be treated in
this course:
o For any assignment that is flagged for plagiarism for the first
time, if it is reasonably
determined that a student UNINTENTIONALY plagiarized
information, they will receive a
written warning (usually in paper assignment feedback) and a
score of "0" from the
professor. The assignment may then be resubmitted for up to
80%credit and must be
resubmitted within 15 days following receipt of the written
warning. It should be also
noted that the 15-day period to resubmit the paper does not
12. extend grace periods to
any other assignment due for the course.
o If it is reasonably determined that a student INTENTIONALY
plagiarized words in the paper, a
"0" grade is given and the student will be allowed to resubmit
for up to 50% credit and must
resubmit within 7 days following receipt of the written warning.
It should be also noted that
the 7-day period to resubmit does not extend grace periods to
any other assignment due for
the course.
o All additional assignments for the course found to be
quantitatively plagiarized (see number
5 above) will receive a grade of “0” with absolutely no
exceptions and no resubmits. Also, as
a matter of record and compliance, intentional and/or a second
plagiarism offense will be
reported to Strayer University’s Office of Student Affairs.
6. All papers will be reviewed utilizing both SafeAssign and
Grammarly plagiarism software.
7. The student center in Blackboard will have more documents
available to you to assist with ensuring
your papers are well-written and APA-focused. I will also
provide additional lecture on the topic of
paper writing.
Note: All assignemnt papers for this course are required to have
an Introduction and a Conclusion section.
These items are clearly shown on the sample paper template
13. provided for this course and are mandatory for
all papers. Each section is worth 5 total points and these points
will be deducted if the sections are missing
from the papers.
The WorldatWork Handbook
of Compensation, Benefi ts
& Total Rewards
A Comprehensive Guide
for HR Professionals
WorldatWork ®
John Wiley & Sons, Inc.
File Attachment
C1.jpg
The WorldatWork Handbook
of Compensation, Benefi ts
& Total Rewards
15. and author have used their best efforts
in preparing this book, they make no representations or
warranties with respect to the accuracy or
completeness of the contents of this book and specifi cally
disclaim any implied warranties of merchant-
ability or fi tness for a particular purpose. No warranty may be
created or extended by sales representa-
tives or written sales materials. The advice and strategies
contained herein may not be suitable for your
situation. You should consult with a professional where
appropriate. Neither the publisher nor author
shall be liable for any loss of profi t or any other commercial
damages, including but not limited to spe-
cial, incidental, consequential, or other damages.
The WorldatWork group of registered marks includes:
WorldatWork ® , workspan ® , Certifi ed
Compensation Professional or CCP ® , Certifi ed Benefi ts
Professional ® or CBP, Global Remuneration
Professional or GRP ® , Work-Life Certifi ed Professional or
WLCP ® , WorldatWork Society of Certifi ed
Professionals ® , and Alliance for Work-Life Progress or AWLP
® .
For general information on our other products and services
please contact our Customer Care
Department within the United States at (800) 762–2974, outside
the United States at (317) 572-3993 or
fax (317) 572-4002.
Wiley also publishes its books in a variety of electronic
formats. Some content that appears in print may
not be available in electronic books. For more information
about Wiley products, visit our web site at
www.wiley.com.
16. Library of Congress Cataloging-in-Publication Data:
The WorldatWork handbook of compensation, benefi ts & total
rewards: a
comprehensive guide for HR professionals/WorldatWork.
p. cm.
ISBN 978-0-470-08580-6 (cloth : alk. paper)
1. Compensation management—Handbook, manuals, etc. I.
WorldatWork
(Organization)
HF5549.5.C67W65 2007
658.3'2—dc22
2007002715
Printed in the United States of America.
10 9 8 7 6 5 4 3 2 1
www.wiley.com
iii
Contents
Introduction: Redefi ning Employee Rewards
Anne C. Ruddy, CCP, CPCU, President, WorldatWork xx
About the Author xxii
1. Total Rewards: Everything That Employees Value in the
Employment Relationship 1
• Broadening the Defi nition of Total Rewards 2
• Evolution of the WorldatWork Total Rewards Model 5
• Exploring the Key Areas 6
17. – Compensation 12
– Benefi ts 12
– Work-life 13
– Performance and Recognition 13
– Development and Career Opportunities 13
2. Why the Total Rewards Approach Works 14
• The Top Five Advantages of a Total Rewards Approach 15
– 1. Increased Flexibility 15
– 2. Improved Recruitment and Retention 16
– 3. Reduced Labor Costs/Cost of Turnover 16
– 4. Heightened Visibility in a Tight Labor Market 16
– 5. Enhanced Profi tability 17
3. Developing a Total Rewards Strategy 18
• The Total Rewards Blueprint 18
• Five Common Ways a Total Rewards Strategy Can Go Astray
19
• Crystallizing the Spirit of Your Total Rewards Plan 20
• Issues That a Total Rewards Strategy Should Address 24
– 1. Clear, Compelling Strategies Help People Make Good
Decisions Faster 25
– 2. Clear, Compelling Strategies Help Identify Potential
Friction Points 26
– 3. Clear, Compelling Strategies Help Provide Supporting
Architecture 26
• The Bottom Line 27
4. Designing a Total Rewards Program 28
• Step 1: Analyze and Assess 28
18. – Why Conduct an Assessment? 28
– How to Conduct an Assessment 29
– What to Consider in an Assessment 30
• Step 2: Design 31
– Defi ne the Corporate Mission and Vision 32
– Defi ne the Business Strategy 32
– Defi ne the HR Philosophy and Strategy 32
– Defi ne the Total Rewards Philosophy Statement 33
– Defi ne Your Total Rewards Strategy 33
iv Contents
• Step 3: Develop 34
– Program Purpose/Objectives 35
– Eligibility 35
– Baseline for Measurement 36
– Funding 36
– The Concept of Present Value 37
– Selection of Rewards Elements and Structure 37
– Creating the Rewards Mix 37
– Global Considerations 37
– Course of Action/Timeline 38
• Step 4: Implement 38
– Obtain Senior Management Approval 38
– Form an Implementation Team 39
• Step 5: Communicate 40
– Building a Trusting Relationship 41
– Know the Facts 41
– Crystal Clear Communication 42
– Honesty: The Best Policy 42
– Audience 42
19. – Management 43
– Front-Line Supervisors 43
– Employees 43
– External Audiences 43
– Key Messages 43
– Media 44
– Budget 45
– Timeline 45
– Feedback 45
– How to Communicate Bad News 45
• Step 6: Evaluate and Revise 46
– The Review Process 46
– Measurements 47
– Quantitative Measurements 47
– Qualitative Measurements 50
– Evaluative Outcomes 50
5. Communicating Total Rewards 53
• A Communications Approach with Oomph 54
• The Power of Communication 54
• Top Management Buy-In 55
• The Bottom Line 56
• Communication Fundamentals 56
• Models of Communication 57
• The Communication Process 58
– Step 1: Analyze the Situation 58
– Step 2: Defi ne the Objectives 58
– Step 3: Conduct Audience Research 59
Contents v
20. – Step 4: Determine Key Messages 60
– Step 5: Select Communication Channels 61
– Step 6: Develop the Communication Campaign 62
– Step 7: Implement the Campaign 63
– Step 8: Evaluate the Campaign 63
• Communicating the Program’s Richness 64
– Compensation 65
– Benefi ts 66
– Work-Life 66
– Performance and Recognition 69
– Development and Career Opportunities 69
• Special Situations 69
– Communicating with Various Levels of Employees 69
– Mergers and Acquisitions 69
– Communicating in a Union Environment 70
– Off-Shift, Off-Site, and Remote Location Employees 70
– Global Communications 71
• Media Considerations 71
– Branding 71
– Employer Branding 71
• A Case Study: Southern Company 71
• Total Rewards Branding 72
• Media Choices 73
– Written Communication 74
– Technology-Based Communication 75
– Content 78
– Resources and Priorities 78
– User Feedback 79
– Adding Information 79
– “Three Clicks” Rule 79
– Graphics 79
21. – Verbal Communication 79
– Audiovisual Communication 80
• Implementation 81
• Planning a Campaign 81
– Project Management 81
– Project Planning 82
• Managing a Campaign 82
– Preintroduce the Communication Campaign 82
– Communication during Program Rollout 83
– Gathering and Responding to Employee Feedback 83
– Evaluation 84
– Working with an Internal Communication Department 84
– Working with External Specialists 85
• Measuring Return on Investment 85
– Defi ne Measurements 85
– Track Statistics 85
– Investigate Cost Savings 85
• Critical Outcomes 86
vi Contents
6. Compensation Fundamentals 87
• The Foundation: A Compensation Philosophy 87
• Characteristics of Compensation Programs 90
• Elements of Compensation 91
• The Basics: Base Pay 92
• Job Analysis 92
• Job Evaluation 94
22. – Market-Driven Systems 94
– Job-Worth Systems 94
– Differences between Market-Driven and Job-Worth Systems
95
– The Future Is Now 96
• Market Analysis 97
• Salary Ranges 98
• Competencies 101
• Incentive Pay 102
• Design Elements 102
• Reasons for Failure 104
• Management of Pay for Performance 105
– Designing a Merit Increase Matrix 105
– Overseeing Salary Management 107
• Effective Compensation Management 107
7. Regulatory Environment: The FLSA and Other Laws
That Affect Compensation Practices 109
• Fair Labor Standards Act of 1938 109
– What Is the FLSA? 112
– Who Does the FLSA Affect? 113
– What Is Covered? 113
– What Is Not Covered? 117
– Classifi cations 118
– Determination Tests for Classifying Exempt Employees 119
– Rates of Pay 120
– Overtime 123
– Commissions in Overtime Calculations 125
– Overtime Pay and Special Cases 126
– Common Problems in Computing Overtime 126
– Exclusions from Overtime Payment 127
23. – The FLSA/FMLA Interplay 128
– The FLSA and FMLA Regulatory Background 128
– Special Calculations 129
– Court Rulings 130
– Safe Harbor 130
– FLSA Violations and Penalties 131
– Violation-Related Defi nitions 131
– Effect of Improper Deductions from Salary 132
– What Prompts an Audit? 132
– Common FLSA Violations 133
• Sherman Antitrust Act of 1890 135
– Enforcing Antitrust 137
• Davis-Bacon Act of 1931 137
Contents vii
• National Labor Relations Act 137
• Walsh-Healey Act 137
• Service Contract Act 138
• Anti-Discrimination Laws 138
– Equal Pay Act of 1963 138
– Title VII of the Civil Rights Act of 1964 139
– Age Discrimination in Employment Act of 1967 140
– Executive Order 11246 140
– Vocational Rehabilitation Act of 1973 141
– Vietnam Era Veterans Readjustment Act of 1974 141
– American with Disabilities Act of 1990 141
8. Market Pricing 143
• Where Do You Begin? 144
24. • Job Analysis 144
• Job Documentation and Job Descriptions 145
• Job Evaluation 145
• Benchmark Jobs 145
• Collecting the Right Data 146
• Decision Factors in Collecting Market Data 146
• Know the Market: Half the Battle 147
• Gathering Valid Data 148
• Data Sources 149
– Purchase Published Surveys 149
– Conduct Your Own Survey through a Third Party 150
– Use Free Sources 151
• Capturing Competitive Market Data for High-Demand Jobs
151
• Crunching Numbers 151
• Options for Measuring Central Tendency 152
• Percentiles 153
• Aging Data to a Common Point in Time 153
• Weighting Market Data across Survey Sources 154
• Developing Market Index of Competitiveness 154
• Market Blips—A Word of Caution 156
• Approaches to Program Costs 157
– All-at-Once Approach 158
– Phase-In Approach 158
– Wait-and-See Approach 158
• How to Keep Employees in the Loop 158
– Who Should Communicate the Message? 159
– What Information Should Be Communicated? 159
• Opening the Pay Dialogue 160
9. Salary Surveys: A Snapshot 161
25. • The Big Picture 161
• Defi nition and Purposes 163
• Benchmark Surveys 164
– Which Jobs to Survey 164
– Survey Job Descriptions 165
– Which Companies to Survey 165
viii Contents
– Data to Be Gathered 166
– More Than Just Salaries 166
– Review the Survey Database 167
– When to Conduct an Ad Hoc or Special Survey 168
• Job Matching 168
• Job Title and Characteristics 170
• Survey Frequency 172
• Stretching the Salary Survey Budget 173
• Behind the Scenes 173
– Preparation 174
– Gather Data 174
– Creating the Master File 174
– Initial Reports 175
– Final Results 175
• The Compensation Practitioner’s Role 175
– Extracting Data 176
– Synchronizing Surveys with Economic Data 176
– Communications 177
• Salary Survey Guidelines 177
26. – Best Practices in Survey Selection 178
– Characteristics of Good Salary Surveys 178
10. Job Analysis, Documentation, and Evaluation 180
• Job Documentation 182
• What Is a Job? 184
• Job Analysis: A Step-by-Step Process 185
– Step 1: Obtain Management Approval 185
– Step 2: Gain Employee Acceptance 186
– Step 3: Decide Who Will Conduct the Analysis 187
– Step 4: Think in Terms of Work Flow 187
– Step 5: Consult Secondary Sources First 189
– Step 6: Decide Method and Collect Data 190
– Step 7: Document the Analysis 199
– Step 8: Obtain Necessary Approvals 202
– Step 9: Test for Legal Compliance 202
– Step 10: Conduct a Reality Test 203
– Step 11: Formulate Specifi c Recommendations 203
– Step 12: Keep Up -to-Date 203
• Job and Work Analysis: Weighing Costs and Benefi ts 204
• Job Evaluation 205
• Internal Job Evaluation—Nonquantitative Methods 205
• Internal Job Evaluation—Quantitative Methods 208
• Internal Job Evaluation—Point Factor 213
11. Base Pay Structures 223
• Pay Structures 223
• General and Specifi c Factors Affecting Pay Structures 224
• Anatomy of a Pay Structure 226
27. Contents ix
• Pay Ranges and Range Spreads 226
– Some Practical Considerations 227
• Midpoints 229
• Range Penetration 230
• Midpoint Progression 231
– Three Approaches to Developing Midpoints 231
• Pay Grades 232
– Segmentation of Pay Grades 232
– Pay-Grade Overlap 233
– Multiple Pay Structures 233
• Developing a Pay Structure 233
– Internal Equity 233
– External Competitiveness 236
– Defi ning Competition 237
• Key Steps in Designing an Effective Pay Structure 237
– Step 1: Review Overall Point Differentials 238
– Step 2: Rank Order Jobs by Total Evaluation Points 239
– Step 3: Develop Job Groupings 240
– Step 4: Develop Preliminary Point Bands 240
– Step 5: Check Intrafamily and Supervisory Relationships 242
– Step 6: Incorporate Market Data 242
– Step 7: Review Market Inconsistencies 244
– Step 8: Smooth Out Grade Averages 245
– Step 9: Review Differences between Midpoints and Market
Averages 246
– Step 10: Resolve Inconsistencies between Internal and
External Equity 246
• Pitfalls and Precautions 247
28. • Broadbanding 248
• Starting Rates of Pay 249
• Increases to Base Rates of Pay 249
• Merit Pay Considerations 252
• Performance Appraisal Considerations 252
• Maintaining and Auditing the Pay Program 253
• Keys to Successful Pay Program Maintenance 253
• Ongoing Administrative Activities 254
• Pay Program Audits 254
– Five Steps to Prepare for and Conduct Pay Program Audits
254
12. Sales Compensation Fundamentals 257
• Working with the Sales Organization 257
• Six Areas of Sales Compensation Plan Involvement 260
– 1. Problem Resolution 261
– 2. Design and Implementation Process 262
– 3. Sales Compensation Guiding Principles 263
– 4. Competitive Pay Assessments 264
– 5. Industry Trends and Practices 264
– 6. Plan Effectiveness Assessment 265
• Learning a New Language 265
• Compensation Tied to Total Rewards 266
– Direct and Indirect Financials (Total Pay) 266
x Contents
– Affi liation 267
– Career 268
29. – Work Content 268
• Variable Pay Plan Categories 268
• Sales Compensation Philosophy 269
• Guiding Principles 270
• Eligibility for Sales Compensation 270
– Target Earnings 271
– Salary/Incentive Ratio and Target Upside 272
– Salary/Incentive Ratio (Mix) 273
– Target Upside (Leverage) 276
– Plan Measures and Performance Standards 277
• Timing Considerations 281
• Alternative Mechanics 282
– Plan Types 282
– Modifi ers 284
• Understanding How Sales Compensation Fits 286
13. Executive Compensation: An Introduction 287
• Owner-Manager Confl ict: Agency Theory 288
• Other Theories That Explain and Infl uence
Executive Compensation 289
• External Infl uences on the Executive Compensation Package
291
• Sources of Data on Executive Compensation 292
• Components of Executive Compensation 293
– Salary 293
– Bonus 293
– Stock Options 294
– Stock Grants 294
– Other Stock-Based Forms of Compensation 295
30. – Pensions 295
– Benefi ts and Perquisites 296
– Severance Payments 296
– Change-in-Control Clauses 297
• Making the Offer Attractive 297
• Providing the Proper Incentives 297
• Designing the Contract to Retain the Executive 299
• Restrictions 299
• Minimizing Costs to the Corporation 300
14. Linking Pay to Performance 311
• Determining What to Reward 312
• Documenting Performance Standards 313
• Establishing a Merit Budget 315
• Determining Budget Size 316
• Determining Budget Allocation 316
• Setting Merit Pay Policy 317
• Policy Decisions 317
– Size: Absolute vs. Relative 318
Contents xi
– Timing: Anniversary vs. Common Review 318
– Delivery: Base vs. Lump Sum 319
• Policy Implementation 320
– Performance 320
– Performance and Position in Range 322
– Performance and Position in Range Using Variable Timing
323
31. • Managing a Merit Pay Plan 324
• Training 325
• Perception of Fairness 325
• How Computer Technology Can Assist Administration 326
• Evaluating a Merit Pay Plan 326
• Merit Pay Advantages and Disadvantages 327
• Linking Results and Competencies to Business Strategy 328
• Determining the Performance Management Cycle 330
– Phase I: Planning Performance for the Upcoming Period 330
– Phase II: Coaching Performance and Giving Feedback
throughout the Period 331
– Phase III: Rating Performance for the Just-Completed Period
331
• Performance Rating Approaches 332
– Using Summary Ratings 333
– Employee Responsibility 333
• Multirater Assessment 334
• Linking Performance Management and Pay Delivery 335
15. Cash Bonus Plans and Recognition Programs 338
• What Is a Sign-on Bonus? 338
• Size of Sign-on Bonus 339
• Claw Back Clause 340
• Aligning the Sign-on Bonus with Total Rewards 341
• Executive Sign-on Bonus 341
– Golden Hellos 341
• Potential Pitfalls 342
– Causes Resentment among Existing Employees 342
– Relocation Expenses 342
– Lack of ROI Data 342
32. – Taking a Risk 342
• Communicating the Sign-on Bonus 343
• What Is a Referral Bonus? 343
• Eligibility 344
• Timing of Cash Award Distribution 344
• Promoting an Employee Referral Program 345
• What Is a Spot Bonus? 348
• Size of Spot Bonus 349
• Spot Recognition Program Guidelines 349
• How to Effectively Use Spot Recognition 351
• Potential Pitfalls 352
• Conducting the Recognition Event 352
• Documenting Recognition 354
• Communicating the Spot Program 354
– Who Does the Recognizing? 354
xii Contents
• Legal and Tax Requirements 355
– Determining Tax Liability 355
– Legal Compliance 355
• What Is a Retention Bonus? 356
• Building a Business Case 357
– Instrumental in Meeting Organizational Goals 360
– Combating Turnover 360
• Retention Bonus Q&A 361
– ERISA Implications 363
• Potential Pitfalls 363
33. • Communicating the Retention Plan 364
• Cash Bonuses in the Total Rewards Mix 364
16. Equity-Based Rewards 366
• Business Structures 366
• Compensation Plans Using Equity 367
• Benefi ts Plans Using Equity 368
• Equity Terminology 368
• Evolution of Equity-Based Rewards 369
• Evolution of Stock Options 369
• Evolution of Benefi ts Plans Using Equity 370
– ESPPs 370
– ESOPs 370
• Why Equity Is Used to Reward Employees 370
• Legal, Tax, and Accounting Issues 371
• Impact of Legislation on Equity-Based Rewards Programs
371
– Internal Revenue Code 371
• Forms of Taxation—Employee 372
• Forms of Taxation—Employer 374
• Accounting Basics—Financial Statements 374
– Income Statement 375
• Accounting for Equity-Based Rewards 375
– APB 25 376
– FAS 123(R) 376
– Equity Accounting Continuum 376
– Impact of Mandatory Expensing 377
– Shareholder Issues 377
• Overview of Stock Options 378
34. – Key Dates 378
– Stock Option Characteristics 379
– Advantages of Stock Options 379
– Disadvantages of Stock Options 380
• Types of Stock Options 380
– Incentive Stock Option (ISO) 380
– Nonqualifi ed Stock Option (NQSO) 382
• Types of Stock Awards and Alternatives 382
– Performance Share Plan (PSP) 383
– Restricted Stock Award (RSA) 384
– Restricted Stock Unit (RSU) 386
– Performance Accelerated Restricted Stock Award Plan
(PARSAP) 386
Contents xiii
– Stock Appreciation Right (SAR) 387
– Phantom Stock 388
– Performance Unit Plan (PUP) 389
• The Use of Equity in Benefi ts Plans 391
• Employee Stock Purchase Plan (ESPP) 391
– Statutory Requirements 391
– ESPP Pro and Con 392
– ESPP Tax Implications for the Employee 392
– ESPP Tax Implication for the Employer 393
• Defi ned Contributions Plans 393
– Employee Stock Ownership Plan (ESOP) 393
– ESOP vs. Stock Options 394
– Money Purchase Pension Plans 394
35. – 401(k) Plans 395
– 403(b) Plans 396
17. Employee Benefi ts Basics 397
• Historical Perspective of Benefi ts 397
• Elements of Benefi ts 399
– Income Protection Programs 401
– Pay for Time Not Worked Programs 401
• Benefi ts Plan Objectives 401
– Employer Objectives 402
– Employee Objectives 402
• Government Regulation of Benefi ts Plans 403
– Equal Employment Opportunity Commission (EEOC) 406
– Department of Labor (DOL) 406
– Securities and Exchange Commission (SEC) 406
– Pension Benefi t Guaranty Corporation (PBGC) 406
• Statutory Benefi ts 407
– Social Security 407
– Workers’ Compensation 410
– Unemployment 410
– Nonoccupational Disability 411
• Health and Welfare Plans 411
– Health and Welfare: A Brief History 411
– Health and Welfare Plan Elements 412
• Health Care 412
– Health Maintenance Organization (HMO) 412
– Preferred Provider Organization (PPO) 412
– Point of Service (POS) 413
– Point of Service (POS) Key Characteristics 413
36. – Indemnity Plans 414
– Prescription Drugs 415
– Behavioral Health 415
– Dental Plans 415
– Vision 416
– Long-Term Care 416
xiv Contents
• Disability Income 416
– Sick Leave 416
– Short-Term Disability (STD) 416
– Long-Term Disability (LTD) 416
• Survivor Benefi ts 417
– Term Life Insurance 417
– Accidental Death and Dismemberment (AD&D) 417
– Supplemental Life Insurance 417
– Dependent Life Insurance 417
• Flexible Benefi ts 418
• Retirement Plans 418
– Defi ned Benefi t (DB) Plans 418
– Defi ned Contribution (DC) Plans 420
• Pay for Time Not Worked Benefi ts 422
– Vacation 422
– Sick Leave 422
– Legal Holidays 422
– Bereavement Leave 423
– Military Leaves 423
– Jury Duty 423
– Personal Holidays 423
37. – PTO (Personal Time Off) Banks 423
• Other Benefi ts 423
• The Importance of Effective Communication 424
– Legal Requirements 425
– Cobraize Employees 425
– Creating and Building Awareness of Benefi ts 426
– Enhancing Confi dence and Trust 426
– Involve Employees in Benefi t Changes 426
• Projected Benefi ts Trends 427
18. Benefi ts Compliance: An Overview for the HR
Professional 428
• The Employee Retirement Income Security Act
of 1974 (ERISA) 428
– The Nature of the Pension Promise: Defi ned Benefi t vs.
Defi ned Contribution 429
– The Scope of ERISA 430
– Regulatory Exemptions 432
– Reporting and Disclosure 433
– The “Written Plan” and Claims Procedure Requirements 434
– The Summary Plan Description 436
– Plan Assets and the ERISA Trust Requirement 436
– Minimum Participation Standards 437
– Minimum Vesting Standards 437
– Benefi ts Accrual Requirements 439
– Form of Payment of Benefi ts Requirements 439
– Minimum Funding Standards 440
– Fiduciary Duties 440
– COBRA Group Health Plan Continuation Coverage
Requirements 441
38. Contents xv
– Pension Plan Termination Insurance 442
– Multiple Employer Welfare Arrangements 442
• The Internal Revenue Code 444
– Tax Advantages of Qualifi ed Retirement Plans 444
– Pension, Profi t Sharing, and Stock Bonus Plans 445
– Impact of EGTRRA on Money Purchase Pension Plans 446
– The Income Taxation of Fringe Benefi t Plans 447
• The Economic Growth and Tax Relief Reconciliation Act
of 2001 (EGTRRA) 451
– Increases in Annual Employee Deferral Limits 452
– Increases in the Overall Code §415 Contribution Limitation
452
– Deferred Compensation Plans Under Code §457 453
– Rollovers 454
– The Roth 401(k) Plan Option 454
– Deduction Limits 455
– Notice Requirement for Pension Plan Benefi t Accruals
Reduction 455
– Top-Heavy Rules 456
– Multiple-Use Test Repealed 457
– Same Desk Rule Eliminated 457
– Safe Harbor Hardship Withdrawal Rules Modifi ed 457
19. Worker Privacy, Unpaid Leave, and Other Benefi t-Related
Laws That Protect the Individual 458
• The Health Insurance Portability and Accountability Act
of 1996 (HIPAA) 458
39. – Title I: Group Health Plan Portability 458
– Title II, Subpart F: Administrative Simplifi cation 462
• The Newborns’ and Mothers’ Health Protection Act 465
• The Mental Health Parity Act of 1996 466
• The Women’s Health and Cancer Rights Act of 1998 467
• Family and Medical Leave Act of 1993 (FMLA) 468
– Employer Coverage, Employee Eligibility and Leave
Entitlement 468
– Intermittent Leave 470
– Substitution of Paid Leave 470
– Health Care Providers 471
– Maintenance of Health Benefi ts 471
– Job Restoration 472
– Employee Notice and Certifi cation 472
– Employer Notice and Certifi cation 473
• Nondiscrimination Laws 474
– Title VII of the Civil Rights Act of 1964 474
– Age Discrimination in Employment Act of 1967 (ADEA) 475
– Americans with Disabilities Act of 1990 (ADA) 476
• Uniformed Services Employment and
Re-employment Rights Act of 1994 (USERRA) 478
– Profi t-Sharing Contributions Required 479
– 401(k) Contributions 479
– Re-employment Rights 479
– Benefi ts Entitlement 480
– Military COBRA Rights Required 480
xvi Contents
40. • Worker Adjustment and Retraining Notifi cation Act
of 1988 (WARNA) 480
– Plant Closing 480
– Mass Layoff 481
– Impact on Employee Benefi ts 481
• In Closing 481
20. Planning Benefi ts Strategically 483
• Internal and External Infl uences on Strategy 483
• The Strategic Planning Process 486
• Approaches to Strategic Benefi ts Planning 487
– Top-Down Approach 488
– Backing-in Approach 489
• Who’s Managing the Strategic Benefi ts Planning Process?
490
• Design and Implementation 491
– Step 1: Developing a General Philosophy 491
– Step 2: Understanding the Environment 491
– Step 3: Creating the Design Blueprint 492
– Justifying Costs 493
– Step 4: Testing and Finalizing the Design 493
– Financial Management 494
– Administration and Systems Support 495
– Step 5: Implementing the Rollout 495
• Outcomes of Strategic Benefi ts Planning 496
• Evaluation 497
– The Role of Evaluation 498
• Beyond the Strategic Plan 499
41. 21. Implementing Flexible Benefi ts 500
• Types of Flexible Benefi ts Plans 500
– Pretax Premium Plans 501
– Flexible Spending Accounts 501
– Simple Choice Plans 501
– Full Flexible Benefi ts Plans 502
• Flexible Benefi ts Plan Design 502
– Eligibility 502
– Enrollment Choices 504
– Family and Employment Status Changes 505
– Special Classes of Employees 506
• Pricing Flexible Benefi ts Options 507
– Market-Based Pricing and Credits 508
– Incentive-Based Pricing and Credits 508
– Net Cost Pricing without Credits 508
• Tax Issues and Employer Objectives 509
– Pretax Benefi ts 509
– Pretax or After-Tax Benefi ts 509
– After-Tax Benefi ts 510
– “Freezing” Pay for Pricing Purposes 510
– Adjusting Prices from Insured Rates 510
Contents xvii
• Communication Approaches 511
– Communication Timing 512
• Annual Enrollment Process 512
– Phase I: Data Setup 513
42. – Phase II: Individualized Worksheets 513
– Phase III: Distribution of Information 513
– Phase IV: Confi rmation 513
– Phase V: Integration of Information 513
– Phase VI: Review 513
• Ongoing Enrollment 514
• Annual Re-enrollment 514
• Spending Account Administration 515
• Legal Issues 515
– Summary Plan Description 515
– Form 5500 515
– Nondiscrimination Rules 515
22. Work-Life Effectiveness 518
• Changing Demographics 519
• The Evolution of Work-Life Initiatives 520
• Work-Life Effectiveness: A Defi nition 520
• Why Companies Address Work-Life Issues 522
– To Attract and Retain Talent 522
– To Raise Morale and Job Satisfaction 524
– To Increase Productivity 524
– To Increase Commitment and Engagement 525
– To Reduce Health Care Costs 525
– To Combat Burnout 526
– To Attract Investors 527
– To Be a Good Corporate Citizen 528
• Ways to Address Work-Life Issues 528
– Programs 528
– Policies and Benefi ts 529
– Practices 530
43. • Supportive Work Environment 530
• Company Culture 531
• Work-Life Strategy 532
– Developing a Work-Life Vision 533
– Marketing Work-Life Initiatives 533
• How to Begin 534
• Source of Commitment 535
• Anticipating Problems 536
• Developing and Appropriate Marketing Strategy 536
• Putting it All Together: Checklist 536
• Calculating the Return on Investment 538
– Cost and Value 538
• The Future of Work-Life Effectiveness 539
23. Caring for Dependents 541
• Child-Care Issues 541
xviii Contents
• Direct Child-Care Services 543
• Assessing Child-Care Needs 548
• On-Site and Near-Site Child-Care Centers 549
• Consortium Child-Care Centers 550
• Back-Up (Emergency) Child Care 551
• Care for Sick Children 552
• School-Age Child Care 553
• 24-Hour (Odd-Hour) Care 553
• Other Child-Care Options 554
– Providing Information and Support 554
44. – Policies and Customized Work Arrangements 554
– Providing Financial Assistance 554
• Elder-Care Issues 555
• Description of Elder Care 557
• Cost of Elder Care and the Needs of Working Caregivers 557
• Employers’ Responses to Employees’ Elder-Care Needs 558
• Information and Support 559
– Elder-Case Consultation and Referral 560
– Elder-Care Workshops/Support Groups 561
– Elder-Care Resource Expo 561
– Work-Life Resource Area 561
– End-of-Life Supports 562
• Policies 562
• Financial Assistance/Financial Planning 563
– Subsidized Emergency or Respite In-Home Elder-Care
Services 563
• Direct Elder-Care Services 563
– Geriatric Care Managers 563
– Supports for Community-Based Services 563
– Adult Care Centers 564
– Intergenerational Care Programs 564
• Implementing a New Elder-Care Program 564
• Evaluating an Elder-Care Program 565
• The Future of Corporate Elder Care 565
24. Culture at Work 566
• Defi ning Culture 567
– Tips for Contending with Resistance 570
– Beliefs and Rituals 572
45. – Diversity 574
– Formality and Innovation 575
• Importance of Culture 576
• Matching Culture with Strategic Goals 577
• Impact of Culture on Total Rewards Programs 578
Notes 585
Total Rewards Glossary 589
Handbook References 821
WorldatWork Bibliography 823
Index 827
xix
Introduction:
Redefi ning Employee Rewards
Anne C. Ruddy, CCP, CPCU
President, WorldatWork
Not long ago, human resources professionals seemed to have
that “pay thing” down
to a science. Reward employees with decent dollars for
compensation, add top-
notch health care and retirement benefi ts, and voila! People
came, people stayed,
and people worked. Employers had their pick from a seemingly
46. endless talent pool.
And, with any luck, employees matched their career aspirations
and enjoyed life-
long service with a company.
So much for yesterday.
The birth of new industries and emerging markets have
sprouted mergers and
acquisitions, downsizings, globalization, corporate
restructurings, and technologi-
cal advances. All of this has occurred in a rapidly changing
economy with a tight
labor market. With every dollar at stake, nothing remains sacred
as employers in-
creasingly look for ways to work smarter, faster, and more effi
ciently.
At the same time, the sea of faces in the workforce has
changed. Today’s labor
pool is more diverse and mobile, with a rapidly growing group
of older workers and
retirees. More women, working parents, dual-income
households, single parents,
Gen X-ers, and Gen Y-ers crowd the market. And baby
boomers—tired of toiling
long hours—are questioning their prior commitment levels.
Indeed, job-related attitudes, expectations, and priorities are
changing on both
sides of the desk. As employers retool, HR professionals must
rethink their direc-
tions and realign their focus. The question becomes: Does your
current structure of HR
investments help ensure the success of your organization ’ s
business strategy?
47. If not, it’s time to abandon the tried-and-true ways of thinking
and redefi ne em-
ployee rewards against the new employee deal.
Strangely enough, the new employee deal isn’t about just pay
increases or of-
fering employees more money. That’s not to say that the
almighty dollar has lost
its power or punch, but the way money talks requires an updated
translation. It
requires focusing on more than pay. It requires focusing on total
rewards.
The process of addressing total rewards begins by balancing
the organization’s
business strategy, capabilities, and values with employees’
needs, abilities, and val-
ues. It ends with assembling and marketing a compelling
rewards package that will
attract, motivate, and retain the people you need for
organizational success. With
the right rewards strategy and programs in place, the
organization can reasonably
expect two interrelated outcomes: improved business results and
a positive shift in
employee behavior and contributions.
THE EVOLUTION OF REWARDS
Step back in time to the early 1900s. The owner or operator
usually bore the respon-
sibility for people’s pay, and little was offered outside of cash
compensation. Only
48. a handful of companies offered pensions, profi t sharing, and
guaranteed wages to
skilled workers. There was minimal government regulation, and,
consequently, few
safety nets such as medical insurance, unemployment
compensation, overtime pay,
or Social Security.
Early in the twentieth century, benefi ts were practically
nonexistent for the com-
mon worker. Benefi ts became popular as an acceptable way to
evade wage and price
controls during World War II because benefi ts were not
counted as wages. Labor
unions likewise increased their focus on benefi ts in the mid-
1900s.
After World War II, the industrial boom introduced increased
competition, but
many industries were still unregulated. The majority of
companies competed only
domestically. Manufacturing was the order of the day. Few staff
functions existed.
Salary structures were just that—rigid and highly controlled—
and benefi ts pro-
grams were based largely on formulas that served the entire
employee population,
which was far more homogeneous than it is today.
By the 1970s and 1980s, organizations recognized that
strategically designed com-
pensation and benefi ts programs could give them the edge in a
rapidly changing
environment. Suddenly, the relatively simple compensation and
benefi ts programs
of the past were requiring consideration of their strategic impact
49. and relationship
to one another. Integration became key, and compensation and
benefi ts profes-
sionals emerged as critical strategic partners in their
organizations’ leadership—a
position still occupied by leaders in the fi eld today.
In the 1990s, the profession continued to mature. Increasingly,
it became clear
that the battle for talent involved much more than highly
effective, strategically de-
signed compensation and benefi ts programs. While these
programs remain critical,
the most successful companies have realized that they must take
a much broader
look at the factors involved in attraction, motivation, and
retention.
As a result of rewards that traditionally were slotted into
single-silo solutions of
pay, benefi ts, training, or labor—and having companies manage
these solutions
separately—the programs tended to be disconnected from one
another and from
the broader business strategy. When questions arose, problems
were dealt with piece-
meal. In some cases, they even undercut one another or sent
confl icting messages.
Increasingly, organizations have demanded interdisciplinary
solutions to compli-
cated problems. Bundling HR disciplines to address these
complexities is what has
emerged as total rewards.
Total rewards can be defi ned as all of the employer’s available
50. tools that may be
used to attract, motivate, and retain employees. This
encompasses every single in-
vestment that a company makes in its people and everything its
employees value in
the employment relationship. Why do employees choose to
remain with a particular
employer? Why do they leave? What factors motivate
performance and commit-
ment? These questions are answered with a total rewards
perspective.
The objective of a well-designed total rewards program is to
drive desired behav-
iors in the workforce, reinforce overall business strategy, and
ensure organizational
success. The solution is to fi nd the proper mix of rewards that
satisfi es the personal
and fi nancial needs of a current and potential workforce given
existing business
conditions and cost constraints.
xx Introduction
Total rewards integrates several classic HR disciplines and
innovative business
strategies. Designing a total rewards program can’t be done
with a cookie cutter.
What’s right for one organization may be wrong for another.
But while the optimum
mix differs from company to company—and even within the
same company over
time—the goal is the same: to produce desired, measurable
results that send the
51. right signals to employees and deliver an excellent return on
your organization’s
investment.
WorldatWork hopes you fi nd this book helpful in performing
your job require-
ments but, more importantly, we hope you fi nd this book
instrumental in taking
your job to the next level and developing your skills as a future
human resources
leader and total rewards professional.
Introduction xxi
xxii
About the Author
This book is the collaborative effort of a team of WorldatWork
faculty, staff, and con-
sulting experts. WorldatWork (www.worldatwork.org) is the
association for human
resources professionals focused on attracting, motivating, and
retaining employees.
Founded in 1955, WorldatWork provides practitioners with
knowledge leadership
to effectively implement total rewards—compensation, benefi
ts, work-life, perfor-
mance and recognition, development and career opportunities—
by connecting
employee engagement to business performance. WorldatWork
supports its 30,000
members and customers in 30 countries with thought leadership,
education, publi-
52. cations, research, and certifi cation.
For more information, see www.worldatwork.org.
1
Total Rewards: Everything
That Employees Value in the
Employment Relationship 1
Fifty years ago, when a group of visionary professionals
formed what was to become
WorldatWork, the world of work and the world of pay were
much simpler than
they are today. Compensation was the primary “reward” and
benefi ts, still in their
infancy, were a separate and seemingly low-cost supplement for
employees. The
concept of combining these things—let alone using them with
still other “rewards”
to infl uence employee behavior on the job—was decades away.
Today we are only partially through an evolution from a largely
industrialized
business environment to a far more virtual, knowledge- and
service-based environ-
ment, at least in North America and Europe. Among some major
shifts:
• Business increasingly operates as a global village, with work
moving to different
parts of the world to take advantage of lower-cost labor and
address skill gaps.
53. • Technology continues to revolutionize work, not only in
terms of automating
more jobs, but also in enabling the virtual workplace as more
professionals
conduct business in home offi ces or remote locations.
• Women are equally represented in the overall workforce, if
not yet fully in the
ranks of senior management.
• Traditional hierarchical distinctions have eroded in the name
of faster de-
cision making and speed to market. Teamwork is one of the
most common
behaviors rated in performance reviews.
• More businesses and business units in the United States are
owned by Euro-
pean or Asian parents, which expect their practices and norms
to be followed
and respected in the workplace.
• Job mobility is taken for granted, with workers averaging six
employers over
the course of a career.
• Gender, race, and religious differences are a common part of
most work en-
vironments. Diversity has become a respected value,
demonstrated through a
range of specifi c programs.
2 Everything That Employees Value in the Employment
Relationship
54. • Business leaders increasingly regard employees as drivers of
productivity,
rather than as relatively interchangeable cogs in a larger wheel.
Along with these changes have come dramatically different
views about the na-
ture of rewards. In the shift toward a more knowledge- and
service-based economy,
the relationship, or deal, between employer and employee began
to evolve as well.
Viewing employees as performance drivers meant thinking
differently about what
it would take to attract, keep, and engage them in giving
discretionary effort on the
job. And so total rewards entered the lexicon to address these
needs.
BROADENING THE DEFINITION OF TOTAL REWARDS
The defi nition of total rewards always sparks debate. For
example, Figure 1.1 in-
cludes a comprehensive list of items that have shown up at one
time or another in
one company’s defi nition of total rewards. From this, it is easy
to see how people
can use the term in conversation only to fi nd that they are
referring to very differ-
ent notions.
Generally speaking, there are two prevailing camps of defi
nitions:
• Narrow defi nitions . These virtually always comprise
compensation and benefi ts,
and sometimes include other tangible elements (e.g.,
55. development). This
sometimes is referred to as total compensation or total
remuneration.
• Broad defi nitions . These can expand to encompass
everything that is “reward-
ing” about working for a particular employer or everything
employees get as a
result of their employment. Sometimes terms such as value
proposition or total
value are used interchangeably with total rewards .
While the narrower defi nitions have been around for a long
time, it is the broader
notion that is generating buzz. (See Sidebar 1.1.) Indeed, much
of the current activ-
ity in total rewards involves companies moving to a broader
defi nition. There are
several reasons for this:
• Erosion of the “core” elements of the package . The
traditional elements of rewards—
pay, benefi ts, and stock awards—are no longer differentiating
factors for orga-
nizations. The competitive position for pay is trending toward
median or mean.
Benefi ts costs continue to rise. Stock programs, such as the
distribution of op-
tions, do not offer the appeal they once did. Given all of this, a
logical response
is to broaden what companies provide for the overall
employment package.
• Pressure for operational effi ciency and effectiveness .
Total rewards can represent a
major cost element. As companies seek to manage costs tightly,
56. there is more
emphasis on ensuring that all costs are counted and managed.
By redefi ning
rewards more broadly and focusing on those elements that
achieve the biggest
payoff, organizations can drive toward effi ciency.
• Catering to diverse needs . Companies today are managing
a much more het-
erogeneous population. For the diverse workforce, no single
component be-
comes a value driver. Employees have choices to make and a
need for greater
fl exibility. A broad defi nition of total rewards helps employers
show how their
slate of rewards responds to the broad needs of today’s global
workforce.
• Need to more strongly reinforce business strategy .
Companies are concerned about
sending clear business messages to employees. A properly
structured total
Broadening the Defi nition of Total Rewards 3
FIGURE 1.1 Total rewards: different things to different
employers.
Direct Financial
Base Salary
Bonus
Cash Profi t Sharing
Employee Referral
Program (Cash)
57. Stock Programs
Suggestion Program
(Cash for Ideas)
Indirect Financial
Adoption Assistance
College Savings Plan
College Tuition and
Fees
Commuter Reimburse-
ment (Pre-tax)
Company Cafeteria
Company Store
Dependent Care
Dependent Scholarships
Discount Tickets
Educational Assistance
Fitness Facilities Dis-
counts
Health and Welfare
Benefi ts
Incremental Dependent
Care (Travel)
Insurance (Auto/Home)
via Payroll Deduction
Long-Term Care Insur-
ance
Matching Gifts
Relocation Program
Retirement Plan(s)
Saving Bonds via Payroll
Deductions
Scholarships
Stock Purchase Program
Student Loans
Tuition Reimbursement
58. Work
Autonomy
Casual Dress Policy
Challenging Work
Constructive Feedback
Covered Parking
Ergonomics/Comfortable
Workstations
Flexible Work Schedules
Free Parking
Interesting Work
Job Skills Training
Modern, Well-Maintained
Workspace
Open Communication
Performance Manage-
ment
Promotion
Opportunities
Safe Work Environment
Suggestion Program
(No Cash)
Telecommuting
Opportunities
Uniforms/Uniform
Allowance
Workshops
Career
360º Skills Assessment
Career Advancement
Coaching
Lunch and Learn Series
Management
Development
59. Mentoring Program
Open Job Posting
Preretirement
Counseling
Service Awards
Training and
Development
Affi liation
Athletic Leagues
Community
Involvement
Diversity Programs
Employee Celebrations
Employee Clubs
Professional Associations
Seminars
Spring and Holiday
Parties
Support Groups
Volunteer Connection
Other/Convenience
ATMs Onsite
Carpooling/Van
Pooling/Shuttles
Car Seat Vouchers
(for Newborns)
Child Care Resources
Credit Union
Employee Assistance
Program
Employee Card and Gift
Shop
Expectant Parent Pro
gram
60. Legal Services
Medical Center
Military Deployment
Support
Online Services
Onsite Dry Cleaning
Pickup
Onsite Flu Shots
Onsite Food Services
Onsite Post Offi ce
Personal Travel Agency
Wellness Program
Worldwide Travel
Assistance
4 Everything That Employees Value in the Employment
Relationship
rewards package sends a key message—by aligning all the
components of total
rewards with the overall business vision, a company ensures its
workforce is on
the same page.
Given these factors, it is not surprising that a broader defi
nition is gaining favor
in the marketplace. Companies still need to decide how broadly
they want to defi ne
total rewards, based on what they can adequately measure and
manage.
Sidebar 1.1: How We Defi ne It
For the purposes of this book, the term total rewards refers to
61. everything that
employees value in the employment relationship (i.e.,
everything an employee
gets as a result of working for the company).
WorldatWork defi nes total rewards as the monetary and
nonmonetary re-
turn provided to employees in exchange for their time, talents,
efforts, and
results. It involves the deliberate integration of fi ve key
elements that effec-
tively attract, motivate, and retain the talent required to achieve
desired busi-
ness results. The fi ve key rewards elements are:
• Compensation.
• Benefi ts .
• Work-Life.
• Performance and Recognition.
• Development and Career Opportunities.
Total rewards strategy is the art of combining these fi ve
elements into
tailored packages designed to achieve optimal motivation. (See
Figure 1.2:
Components of total rewards.)
For a total rewards strategy to be successful, employees must
perceive mon-
etary and nonmonetary rewards as valuable.
FIGURE 1.2 Components of total rewards.
Evolution of the WorldatWork Total Rewards Model 5
62. EVOLUTION OF THE WORLDATWORK TOTAL
REWARDS MODEL
In 2000, when the American Compensation Association
changed its name to
WorldatWork, the association affi rmed its commitment to the
concept of total re-
wards as a more comprehensive model refl ecting the value
employees receive from
their employment.
In the same year, after facilitating discussion with leading
thinkers in the fi eld,
WorldatWork introduced a total rewards framework intended to
advance the con-
cept and help practitioners think and execute in new ways. The
model focused on
three elements:
• Compensation (e.g., pay, incentives).
• Benefi ts (e.g., health care, retirement funding).
• The Work Experience .
• Acknowledgment .
• Balance (of work and life).
• Culture .
• Development (career/professional).
• Environment (workplace).
Up to this point, the association had focused solely on
compensation and benefi ts.
Yet, specialists and generalists alike agreed that compensation
and benefi ts—while
foundational and representing the lion’s share of human capital
costs—cannot be
63. fully effective unless they are part of an integrated strategy of
other programs and
practices to attract, motivate, and retain top talent.
Thus, “the work experience” aspect of the fi rst WorldatWork
total rewards model
included aspects of employment that may be programmatic or
just part of the over-
all experience of working. For instance, acknowledgment may
be part of a formal
rewards program or may be as simple as a “thank you” from the
boss or a coworker.
Workplace fl exibility (part of work-life) may manifest itself as
a formal telework pro-
gram or as having a culture or practice that embraces work-life
fl exibility.
From 2000 to 2005, the bodies of knowledge associated with
total rewards became
more robust as practitioners experienced the power of integrated
strategies. Orga-
nizational and departmental structure changes allowed for better
integration, and
professional understanding improved, as well. Advanced
literature, research, and
case studies accelerated visibility for total rewards beyond the
Human Resources
(HR) profession, garnering notice from line managers, and,
indeed, the C-suite.
Given this advanced thinking and the increased importance of
total rewards as
a core business strategy, WorldatWork convened teams of
leading professionals in
the fi eld to create an enhanced view of total rewards. The
result: a comprehensive
64. model that demonstrates the context, components, and
contributions of total re-
wards as part of an integrated business strategy. (See Figure
1.3.)
There are fi ve elements of total rewards, each of which
includes programs, prac-
tices, elements, and dimensions that collectively defi ne an
organization’s strategy to
attract, motivate, and retain employees. These elements are:
• Compensation.
• Benefi ts .
• Work-Life.
• Performance and Recognition.
• Development and Career Opportunities.
6 Everything That Employees Value in the Employment
Relationship
The elements represent the toolkit from which an organization
chooses to offer
and align a value proposition that creates value for both the
organization and the
employee. An effective total rewards strategy results in satisfi
ed, engaged, and pro-
ductive employees who, in turn, create desired business
performance and results.
As defi ned here, the elements are neither mutually exclusive
nor intended to rep-
resent the ways that companies organize or deploy programs and
elements within
them. For instance, performance management may be a
65. compensation-function–
driven activity, or decentralized in line organizations; it can be
managed formally or
informally. Likewise, recognition could be considered an
element of compensation,
benefi ts, and work-life.
The WorldatWork model recognizes that total rewards operates
in the context of
overall business strategy, organizational culture, and HR
strategy. Indeed, a compa-
ny’s exceptional culture or external brand value may be
considered a critical com-
ponent of the total employment value proposition. The backdrop
of the model is
a globe, representing the external infl uences on business, such
as legal/regulatory
issues, cultural infl uences and practices, and competition.
Finally, an important dimension of the model is the “exchange
relationship” be-
tween the employer and employee. Successful companies realize
that productive
employees create value for their organizations in return for
tangible and intangible
value that enriches their lives.
EXPLORING THE KEY AREAS
Following is a brief description of the fi ve elements of the
WorldatWork total re-
wards model. (See Figure 1.4 and Figure 1.5.)
FIGURE 1.3 WorldatWork total rewards model.
66. Exploring the Key Areas 7
Total Rewards Component Defi nition
Compensation Pay provided by an employer to an
employee for services rendered (i.e.,
time, effort, and skill). Includes both
fi xed and variable pay tied to levels of
performance.
Benefi ts Programs an employer uses to
supplement the cash compensation
that employees receive. These health,
income protection, savings, and
retirement programs provide security
for employees and their families.
Work-Life A specifi c set of organizational
practices, policies, and programs plus
a philosophy that actively supports
efforts to help employees achieve
success at both work and home.
Performance and Recognition Performance: The alignment of
organizational, team, and individual
efforts toward the achievement of
business goals and organizational
success. It includes establishing
expectations, skill demonstration,
assessment, feedback, and continuous
improvement.
Recognition: Acknowledges or gives
special attention to employee actions,
efforts, behavior, or performance. It
meets an intrinsic psychological need
67. for appreciation for one’s efforts
and can support business strategy by
reinforcing certain behaviors (e.g.,
extraordinary accomplishments) that
contribute to organizational success.
Whether formal or informal, recogni-
tion programs acknowledge employee
contributions immediately after the
fact, usually without predetermined
goals or performance levels that the
employee is expected to achieve.
Awards can be cash or noncash (e.g.,
verbal recognition, trophies, certifi -
cates, plaques, dinners, tickets, etc.).
FIGURE 1.4 Total rewards defi nitions.
(continued)
8 Everything That Employees Value in the Employment
Relationship
Development and Career
Opportunities
Development: A set of learning experi-
ences designed to enhance employees’
applied skills and competencies. Devel-
opment engages employees to perform
better and engages leaders to advance
their organizations’ people strategies.
Career opportunities: A plan for employ-
ees to advance their career goals. May
include advancement into a more re-
68. sponsible position in an organization.
The organization supports career op-
portunities internally so that talented
employees are deployed in positions
that enable them to deliver their great-
est value to their organization.
FIGURE 1.4 (Continued)
FIGURE 1.5 Model defi nitions.
Total Rewards
Total rewards is the monetary and nonmonetary return provided
to employees in
exchange for their time, talents, efforts, and results. It involves
the deliberate inte-
gration of fi ve key elements that effectively attract, motivate,
and retain the talent
required to achieve desired business results. The fi ve key
rewards elements are:
• Compensation.
• Benefi ts.
• Work-Life.
• Performance and Recognition.
• Development and Career Opportunities.
Total rewards strategy is the art of combining these fi ve
elements into tailored
packages designed to achieve optimal motivation. For a total
rewards strategy to
be successful, employees must perceive monetary and
nonmonetary rewards as
valuable.
69. Compensation
Pay provided by an employer to an employee for services
rendered (i.e., time, ef-
fort, and skill). Compensation comprises four core elements:
• Fixed pay: Also known as “base pay,” fi xed pay is
nondiscretionary compensa-
tion that does not vary according to performance or results
achieved. It usu-
ally is determined by the organization’s pay philosophy and
structure.
• Variable pay: Also known as “pay at risk,” variable pay
changes directly with the
level of performance or results achieved. It is a one-time
payment that must
be re-established and re-earned each performance period.
Exploring the Key Areas 9
• Short-term incentive pay: A form of variable pay, short-term
incentive pay is
designed to focus and reward performance over a period of one
year or less.
• Long-term incentive pay: A form of variable pay, long-term
incentive pay is de-
signed to focus and reward performance over a period longer
than one year.
Typical forms include stock options, restricted stock,
performance shares,
performance units, and cash.
Benefi ts
70. Programs an employer uses to supplement the cash
compensation that employees
receive. These programs are designed to protect the employee
and his or her fam-
ily from fi nancial risks and can be categorized into the
following three elements:
• Social Insurance
• Unemployment.
• Workers’ compensation.
• Social Security.
• Disability (occupational).
• Group Insurance
• Medical.
• Dental.
• Vision.
• Prescription drug.
• Mental health.
• Life insurance.
• AD&D insurance.
• Disability.
• Retirement.
• Savings.
• Pay for Time Not Worked: These programs are designed to
protect the
employee’s income fl ow when not actively engaged at work.
• At work (breaks, clean-up time, uniform changing time).
• Away from work (vacation, company holidays, personal
days).
Work-Life
A specifi c set of organizational practices, policies, programs,
plus a philosophy,
which actively supports efforts to help employees achieve
71. success at both work and
home. There are seven major categories of organizational
support for work-life ef-
fectiveness in the workplace. These categories encompass
compensation, benefi ts,
and other HR programs. In combination, they address the key
intersections of the
worker, his or her family, the community, and the workplace.
The seven major cat-
egories are:
• Workplace fl exibility.
• Paid and unpaid time off.
• Health and well-being.
• Caring for dependents.
• Financial support.
• Community involvement.
• Management involvement/culture change interventions.
(continued)
10 Everything That Employees Value in the Employment
Relationship
Performance and Recognition
Performance
A key component of organizational success, performance is
assessed in order to
understand what was accomplished, and how it was
accomplished. Performance
involves the alignment of organizational, team, and individual
effort toward the
achievement of business goals and organizational success.
72. • Performance planning is a process whereby expectations are
established link-
ing individual with team and organizational goals. Care is taken
to ensure
goals at all levels are aligned and there is a clear line of sight
from perfor-
mance expectations of individual employees all the way up to
organizational
objectives and strategies set at the highest levels of the
organization.
• Performance is the manner of demonstrating a skill or
capacity.
• Performance feedback communicates how well people do a
job or task com-
pared to expectations, performance standards, and goals.
Performance feed-
back can motivate employees to improve performance.
Recognition
Acknowledges or gives special attention to employee actions,
efforts, behavior, or per-
formance. It meets an intrinsic psychological need for
appreciation for one’s efforts
and can support business strategy by reinforcing certain
behaviors (e.g., extraordi-
nary accomplishments) that contribute to organizational
success. Whether formal or
informal, recognition programs acknowledge employee
contributions immediately
after the fact, usually without predetermined goals or
performance levels that the
employee is expected to achieve. Awards can be cash or
noncash (e.g., verbal recogni-
73. tion, trophies, certifi cates, plaques, dinners, tickets, etc.).
The value of recognition plans is that they:
• Reinforce the value of performance improvement.
• Foster continued improvement, although it is not guaranteed.
• Formalize the process of showing appreciation.
• Provide positive and immediate feedback.
• Foster communication of valued behavior and activities.
Development and Career Opportunities
Development
A set of learning experiences designed to enhance employees’
applied skills and
competencies; development engages employees to perform
better and leaders to
advance their organizations’ people strategies.
Career Opportunities
A plan for employees to advance their own career goals and
may include advance-
ment into a more responsible position in an organization. The
organization sup-
ports career opportunities internally so that talented employees
are deployed in
positions that enable them to deliver their greatest value to their
organization.
Development and career opportunities include the following:
• Learning Opportunities
• Tuition assistance.
• Corporate universities.
FIGURE 1.5 (Continued)
74. Exploring the Key Areas 11
• New technology training.
• Attendance at outside seminars, conferences, virtual
education, etc.
• Self-development tools and techniques.
• On-the-job learning; rotational assignments at a progressively
higher level.
• Sabbaticals with the express purpose of acquiring specifi c
skills, knowledge,
or experience.
• Coaching/Mentoring
• Leadership training.
• Access to experts/information networks—association
memberships, atten-
dance and/or presentation at conferences outside of one’s area
of expertise.
• Exposure to resident experts.
• Formal or informal mentoring programs; in or outside one’s
own
organization.
• Advancement Opportunities
• Internships.
• Apprenticeships with experts.
• Overseas assignments.
• Internal job postings.
• Job advancement/promotion.
• Career ladders and pathways.
• Succession planning.
• Providing defi ned and respectable “on and off ramps”
75. throughout the ca-
reer life cycle.
An Integrated Total Rewards Strategy
Culture
Culture consists of the collective attitudes and behaviors that
infl uence how indi-
viduals behave. Culture determines how and why a company
operates in the way
it does. Typically, it comprises a set of often unspoken
expectations, behavioral
norms, and performance standards to which the organization has
become accus-
tomed. Culture change is diffi cult to achieve because it
involves changing attitudes
and behaviors by altering their fundamental beliefs and values.
Organizational
culture is subject to internal and external infl uences; thus,
culture is depicted as a
contextual element of the total rewards model, overlapping
within and outside the
organization.
Source: Schein, E. “Organizational Culture.” American
Psychologist 43, no. 2 (Febru-
ary 1990): 109–19.
Environment
Environment is the total cluster of observable physical,
psychological, and behav-
ioral elements in the workplace. It is the tangible manifestation
of organizational
culture. Environment sets the tone, as everyone who enters the
workplace reacts
to it, either consciously or unconsciously. Because they are
76. directly observable
and often measurable, specifi c elements of the environment can
be deliberately
manipulated or changed. The external environment in which an
organization op-
erates can infl uence the internal environment; thus,
environment is depicted as a
contextual element of the total rewards model, overlapping
within and outside the
organization.
(continued)
12 Everything That Employees Value in the Employment
Relationship
Attraction
The ability an organization has to draw the right kind of talent
necessary to
achieve organizational success. Attraction of an adequate (and
perpetual) supply
of qualifi ed talent is essential for the organization’s survival.
One way an organi-
zation can address this issue is to determine which “attractors”
within the total
rewards programs bring the kind of talent that will drive
organizational success. A
deliberate strategy to attract the quantity and quality of
employees needed to drive
organizational success is one of the key planks of business
strategy.
Retention
An organization’s ability to keep employees who are valued
77. contributors to orga-
nizational success for as long as is mutually benefi cial. Desired
talent can be kept
on-staff by using a dynamic blend of elements from the total
rewards package as
employees move through their career life cycles. However, not
all retention is de-
sirable, which is why a formal retention strategy with
appropriate steps is essential.
Motivation
The ability to cause employees to behave in a way that achieves
the highest perfor-
mance levels. Motivation comprises two types:
• Intrinsic Motivation: Linked to factors that include an
employee’s sense of
achievement, respect for the whole person, trust, appropriate
advancement
opportunities, and others, intrinsic motivation consistently
results in higher
performance levels.
• Extrinsic Motivation: Extrinsic motivation is most frequently
associated with
rewards that are tangible such as pay.
There also are defi ned levels of intensity with regard to
motivation:
• Satisfaction: How much I like things here.
• Commitment: How much I want to be here.
• Engagement: How much I will actually do to improve
business results.
Another key plank of the business strategy, motivation can
78. drive organizational
success.
FIGURE 1.5 (Continued)
Compensation
This includes fi xed pay (base pay) and variable pay (pay at
risk). It also includes
several forms of variable pay including short-term incentive pay
and long-term in-
centive pay. While one of the most traditional elements of total
rewards, it remains
a necessity for business success.
Benefi ts
While this area seems to be continuously challenged during this
time of shrinking
health care benefi ts and expanding health care premiums,
businesses are trying to
redefi ne the traditional benefi ts program. In basic form, benefi
ts programs pro-
tect employees and their families from fi nancial risks. This
area includes traditional
Exploring the Key Areas 13
programs such as Social Security, medical and dental
insurance, but also nontradi-
tional programs such as identity theft insurance and pet
insurance.
Work-Life
79. This area refers to any programs that help employees do their
jobs effectively, such
as fl exible scheduling, telecommuting, child-care programs,
etc. One of the most
talked about areas of late, work-life has become the “secret
sauce” in many organiza-
tions’ recipes for business success.
In 2003, Alliance for Work-Life Progress (AWLP) joined the
WorldatWork family
of organizations, refl ecting work-life as an integral component
of total rewards.
Performance and Recognition
Perhaps one of the anchors in talent management, performance
involves the align-
ment of organizational and individual goals toward business
success.
Recognition is a way for employers to pay special attention to
workers for their
accomplishments, behaviors, and successes. Recognition is a
necessity in order to re-
inforce the value of performance improvement and foster
positive communication
and feedback. It can be programmatic or simply cultural in
execution.
Development and Career Opportunities
This key area focuses on the concept that motivating and
engaging the workforce
entails planning for the advancement and/or change in
responsibilities to best suit
80. individual skills, talents, and desires. In this way, both the
business and the employee
benefi t from this symbiotic relationship. Tuition assistance,
professional develop-
ment, sabbaticals, coaching and mentoring opportunities,
succession planning, and
apprenticeships are all examples of career enhancement
programs.
14
Why the Total Rewards
Approach Works2
Throughout the decades, there has been compelling evidence
showing that the best
way to attract, engage, and retain employees is to focus on total
rewards, not just pay
and benefits.
In the 1950s, Frederick Hertzberg conducted his famous study
of factors affect-
ing job attitudes. He identified 16 factors and categorized them
into 10 “hygiene
factors” and 6 motivators (growth, advancement, responsibility,
work itself, recogni-
tion, and achievement). Note that the motivators do not include
pay and benefits—
these are hygiene factors. To motivate, a total rewards approach
must be taken.
Since the 1960s, psychologists (including Abraham Maslow)
stressed how less
tangible needs, such as growth and self-actualization, were
81. equally important to in-
dividuals’ sense of worth. Figure 2.1 illustrates how total
rewards maps to Maslow’s
famous hierarchy. This message has been reinforced over the
years by other leading
thinkers and management gurus, including Maslow, Ed Lawler,
Peter Drucker, and
Edward Demming.
Most data show that work and career opportunities, leadership,
and recognition
are leading drivers in employee engagement and retention—not
pay.
What do you do when you get a job offer? Take a sheet of
paper, draw a vertical
line down the middle, label one column “stay” and the other
“take the offer.” Then
fill in the columns with a list of the total rewards associated
with each opportunity. If
a total rewards mindset is used to make this individual decision,
shouldn’t the same
mindset be applied when thinking about how to attract, retain,
and motivate the
broader workforce?
In today’s environment, the case for a total rewards approach is
stronger than ever:
• Total rewards addresses today’s business needs for managing
costs and growth. Re-
search suggests that a more limited view of rewards can be more
costly, because
organizations tend to respond to every situation with cash.
Total rewards
supports moving away from ineffective programs toward those
82. that help drive
the business forward.
The Top Five Advantages of a Total Rewards Approach 15
• Total rewards meets the evolving needs of today’s
employees. As the workforce contin-
ues to diversify, employees’ expectations change. For example,
there is stron-
ger emphasis on job enrichment, flexible work schedules, and
the overall work
environment. A total rewards approach better addresses many of
these varying
employee needs.
• Total rewards fits with a movement away from cash and
stock. As the role of stock
becomes deemphasized in most companies, the hunt is on for
other items that
help redefine a compelling and differentiated offer in the market
for talent.
Total rewards can help do this.
The Top Five AdvAnTAges oF A ToTAl
RewARds AppRoAch
1. Increased Flexibility
With the one-size-fits-all approach essentially gone, the twenty-
first century may well
become the “rewards your way” era. Just as companies create
niche products and
services to cater to small consumer segments (micromarketing),
employers need
83. to start creating different blends of rewards packages for
different workforce seg-
ments. This is particularly true in a global labor market where
workforce diversity is
the rule, not the exception, and when specific skills are in short
supply.
A total rewards approach—which combines transactional and
relational awards—
offers tremendous flexibility because it allows awards to be
mixed and remixed
to meet the different emotional and motivational needs of
employees. Indeed,
flexibility is a two-way street. Both employers and employees
want more of it.
Transactional Rewards
(Affection, Identification with a Group)
Cognitive Needs
(Knowledge and Understanding
Financial Security,
Health and Welfare
Hourly Wage,
Base Salary
Affiliation and
Coworkers
Recognition, Promotion,
Performance Feedback
84. Advancement/Growth/
Affiliation
Safety and Security Needs
(Long-Term Survival)
Physiological Needs
(Short-Term Survival)
Belonging and Love
Esteem Needs
(Positive Self -Image)
Aesthetic Needs
(Order and Beauty)
Self-Actualization
(Reaching Full Potential)
Learning and
Development
Interesting,
Challenging Work
FIgure 2.1 The link between total rewards and
maslow’s hierarchy
of needs.
85. 16 Why the Total Rewards Approach Works
As the importance of flexibility has become more understood,
more companies
are allowing employees to determine when they work, where
they work, and how
they work. Total rewards recognizes that employees want, and
in many instances
demand, the ability to integrate their lifestyle and their work.
2. Improved recruitment and retention
Organizations are facing key shortages of best-in-class workers
(top performers),
Information Technology (IT) workers with hot skills, and
workers for entry-level,
unskilled jobs. The classic initial solution to a recruitment and
retention dilemma is
to throw money at the problem. But because this solution is so
overused, it does not
offer a competitive advantage. Furthermore, it immediately
raises costs.
A total rewards strategy is critical to addressing the issues
created by recruitment
and retention. It can help create a work experience that meets
the needs of em-
ployees and encourages them to contribute extra effort—
developing a deal that
addresses a broad range of issues and spending rewards dollars
where they will be
most effective in addressing workers’ shifting values.
Indeed, today’s workers are looking beyond the “big picture” in
deciding where
they want to work. Work and personal life should be seen as
86. complementary priori-
ties, not competing ones. When a company helps its employees
effectively run both
their personal and work lives, the employees feel a stronger
commitment to the
organization. In addition, numerous studies show that
employees look at the total
rewards package when deciding whether to join or stay with an
organization.
An actual summary statement can be prepared for potential
employees, enabling
them to see the whole value of being employed by a company.
As such, as highly
desirable job candidates explore their options with various
companies, companies
with total rewards have a competitive advantage because they
are able to show the
“total value” of their employment packages.
3. reduced Labor Costs/Cost of Turnover
The cost of turnover—often the driver of recruitment and
retention—is sometimes
invisible. In reality, it’s far from cheap. Estimates of the total
cost of losing a single
position to turnover range from 30 percent of the yearly salary
of the position for
hourly employees (Cornell University) to 150 percent, as
estimated by the Saratoga
Institute, and independently by Hewitt Associates (Lermusiaux
2003). In addition,
the cost of turnover includes indirect costs such as losses from
customers and sales,
as well as decreased efficiencies as productive employees leave
and the remaining
87. workers are distracted.
4. Heightened Visibility in a Tight Labor market
Talent shortages have become a chronic condition of business
life, and experts
agree that the tight labor market is going to get tighter. As a
result, employers can
no longer afford to simply view their employees as
interchangeable parts. Organiza-
tions quickly are realizing that every employee matters even
more when there are
not enough employees to fill the available jobs.
In addition, demographic shifts (e.g., the increasing number of
women in the
workforce) coupled with new economic forces (e.g., global
competition) have
changed the employment landscape, creating an unprecedented
need for commit-
ted employees at a time when loyalty is low. If people can find
an environment that’s
more in sync with their needs, they will make changes for that.
Likewise, they will
stay put when they feel their needs are being met.
By gaining a clear understanding of what employees value, and
mixing and
matching rewards within a comprehensive framework,
companies can reallocate
their investment dollars to match what employees say they value
most, and can com-
municate the total package versus a patchwork of individual
components.
88. 5. enhanced Profitability
Aside from the high costs of technology, HR professionals also
are saddled with
escalating benefits costs and changes in health care coverage
and medical proto-
cols. Employees want a “new deal” at the same time that
companies—struggling to
deliver their financial targets—are readily cutting programs to
trim costs. How to
balance these two realities? Change the mix.
A big misconception about total rewards packages is that they
are more expen-
sive. That’s because a number of companies equate the notion
of rewards with
“more”—more pay, more benefits, and more combinations of
rewards. What com-
panies need to realize is that by remixing their rewards in a
more cost-effective way,
they can strengthen their programs and improve employees’
perception of value
without necessarily increasing their overall investment. It’s
largely a matter of real-
locating dollars rather than finding more dollars.
Indeed, as companies discover the power of targeted
reallocation of rewards and
begin promoting the total value of their programs, they are
abandoning the practice
of setting pay, benefits, and other budgets in isolation, without
reference to broad
strategic and cost objectives. As they begin understanding their
true aggregate costs—
often for the first time—they are in a position to measure the
89. extent to which their
expenditures are in line with, over, or under competitive
practice. And they can then
measure whether they’re getting a reasonable return on their
overall investment.
In addition, today’s workforce includes several distinct
generations, each with a dif-
ferent perspective of the employer-employee relationship. Most
employee research in-
dicates that younger employees place a far higher priority on
work environment and
learning and development than on the traditional rewards
components. In contrast,
older workers put more emphasis on pay and benefits. All
employees are concerned
with health care, wealth accumulation, career development, and
time off. It simply is
no longer possible to create a set of rewards that is universally
appealing to all employ-
ees or to address a series of complex business issues through a
single set of solutions.
The challenge is to develop and implement a flexible program
that capitalizes on
this diverse workforce. Valuing each employee includes
understanding that every-
one does not want to work the same way or be rewarded the
same way. To achieve
excellence, employers need a portfolio of total rewards plans.
ReFeRence
Lermusiaux, Yves. Calculating the High Cost of Employee
Turnover. Taleo Research, 2003.
www.taleo.com.
90. Reference 17
18
Developing a Total Rewards
Strategy 3
While many companies agree with the idea of total rewards,
they often don’t actually
put a total rewards strategy into practice. The compensation
department may de-
sign a sales force compensation program separately from the
benefi ts department
that revises the 401(k) program. This piecemeal approach is
common, but it’s akin
to building a state-of-the-art skyscraper on top of the
foundation of a 30-year-old,
mid-rise offi ce building. That skyscraper isn’t going to be
structurally sound using
a base that wasn’t designed to support it. The same thing can
happen when new or
revised benefi ts are built without regard to the overall
compensation and benefi ts
structure.
THE TOTAL REWARDS BLUEPRINT
Starting a total rewards program off on the right foot is a
matter of taking a com-
plete inventory of the programs already in place, ranking each
program’s effective-
ness and fi nding the linkages between the rewards and the
business strategy.
91. • Inventory. Find out what’s already in the mix—every
program, plan, and perk,
even those not currently in use.
• Rank. Determine the effectiveness of each program and how
close it is to being
a best practice in the industry. Effectiveness can be defi ned
several ways. For
instance, low participation can mean low interest, or possibly
low understand-
ing of a particular program. Ask line managers to list the top fi
ve and bottom
fi ve programs in the current package.
• Link. This is a diffi cult step, but an important one. Take a
look at the company
business strategy and map where rewards complement or help to
drive the
specifi cs of the strategy.
Five Common Ways a Total Rewards Strategy Can Go Astray 19
For example, consider an organization that developed a
business strategy that
focused on providing an integrated customer service experience
to its clients. If the
company tried to blend 10 separate products and three different
sales groups into
one seamless offering, the structure of the company’s sales
force and the compensa-
tion programs likely would not support this collaborative
approach. In fact, the pay
structure for the sales force, customer service personnel, and