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CHAPTER 11 COMPENSATION PowerPoint Presentation by Charlie Cook Copyright © 2002 South-Western. All rights reserved
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Chapter11 compensation

Oct 20, 2014

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Page 1: Chapter11 compensation

CHAPTER 11

COMPENSATION

PowerPoint Presentation by Charlie CookCopyright © 2002 South-Western. All rights reserved

Page 2: Chapter11 compensation

Copyright © 2002 South-Western. All rights reserved. 1–2

The Importance of CompensationThe Importance of Compensation

• Impacts an employer’s ability to attract and retain employees.

• Ensure optimal levels of employee performance in meeting the organization’s strategic objectives.

• Compensation’s components– Direct compensation in the form of wages or salary

• Base pay (hourly, weekly, and monthly)• Incentives (sales bonuses and or commissions)

– Indirect compensation in the form of benefits• Legally required benefits (e.g., Social Security)• Optional (e.g., group health benefits)

• Impacts an employer’s ability to attract and retain employees.

• Ensure optimal levels of employee performance in meeting the organization’s strategic objectives.

• Compensation’s components– Direct compensation in the form of wages or salary

• Base pay (hourly, weekly, and monthly)• Incentives (sales bonuses and or commissions)

– Indirect compensation in the form of benefits• Legally required benefits (e.g., Social Security)• Optional (e.g., group health benefits)

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Equity TheoryEquity Theory

• Internal equity– Fairness of pay differentials between different jobs in the

organization can be established by job ranking, job classification, point systems and factor comparisons.

• External equity– Fairness of organizational compensation levels relative to

external compensation is assessed by collecting wage and salary information to guide in setting the organization’s pay strategy to lead, meet or lag labor market wages.

• Internal equity– Fairness of pay differentials between different jobs in the

organization can be established by job ranking, job classification, point systems and factor comparisons.

• External equity– Fairness of organizational compensation levels relative to

external compensation is assessed by collecting wage and salary information to guide in setting the organization’s pay strategy to lead, meet or lag labor market wages.

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Equity Theory (cont’d)Equity Theory (cont’d)

• Individual Equity– Fairness about pay differentials among individuals who hold

the same job in the organization is established by using:• Seniority-based pay systems that reward longevity with the

organization.• Merit-based pay systems that reward employee performance.• Incentive plans that allow employees to receive part of their

compensation based on their job performance.• Skills-based pay systems where compensation is based on

employees possessing skills that the firm values.• Team-based pay plans that encourage cooperation and

flexibility in employees.

• Individual Equity– Fairness about pay differentials among individuals who hold

the same job in the organization is established by using:• Seniority-based pay systems that reward longevity with the

organization.• Merit-based pay systems that reward employee performance.• Incentive plans that allow employees to receive part of their

compensation based on their job performance.• Skills-based pay systems where compensation is based on

employees possessing skills that the firm values.• Team-based pay plans that encourage cooperation and

flexibility in employees.

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Equity Theory (cont’d)Equity Theory (cont’d)

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Equity Theory (cont’d)Equity Theory (cont’d)

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Job Evaluation: Point System MethodJob Evaluation: Point System Method

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Five Levels of the Compensable Factor “Technical Skills”

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Job Evaluation MethodsJob Evaluation Methods

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Legal Issues in CompensationLegal Issues in Compensation

• Title VII of Civil Rights Act of 1964– Protects workers rights to fair treatment.

• Equal Pay Act of 1963– Requires equal pay for equal work.

• Comparable Worth– Argues that standards of equal pay for equal work should be

replaced with the doctrine of equal pay for equal value.– Objective, measurable data to support an assessment of the

value of different jobs is lacking.– There is no basis in current law for the arguments of

comparable worth.

• Title VII of Civil Rights Act of 1964– Protects workers rights to fair treatment.

• Equal Pay Act of 1963– Requires equal pay for equal work.

• Comparable Worth– Argues that standards of equal pay for equal work should be

replaced with the doctrine of equal pay for equal value.– Objective, measurable data to support an assessment of the

value of different jobs is lacking.– There is no basis in current law for the arguments of

comparable worth.

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Legal Issues in Compensation (cont’d)

Legal Issues in Compensation (cont’d)

• Fair Labor Standards Act of 1938– Regulates the minimum

wage– Sets overtime policy (time

and one-half after forty hours)

– Establishes exempt classes for managers and other professional employees.

• Fair Labor Standards Act of 1938– Regulates the minimum

wage– Sets overtime policy (time

and one-half after forty hours)

– Establishes exempt classes for managers and other professional employees.

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Key Strategic Issues in Compensation

Key Strategic Issues in Compensation

• Determining compensation relative to the market.• Striking a balance between fixed and variable

compensation.• Deciding whether or not to utilize team-based

versus individual pay.• Creating the appropriate mix of financial and non-

financial compensation.• Developing a cost-effective compensation

program that results in high performance.

• Determining compensation relative to the market.• Striking a balance between fixed and variable

compensation.• Deciding whether or not to utilize team-based

versus individual pay.• Creating the appropriate mix of financial and non-

financial compensation.• Developing a cost-effective compensation

program that results in high performance.

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Reading 11.1: Compensating TeamsReading 11.1: Compensating Teams

• Reasons for tailoring compensation to individuals:– Motivation comes from within the individual as opposed to

the group.– The development of skills and behaviors is an individual

undertaking.– Fairness in dealing with teams does not mean equal pay for

all.– Team compensation is not a payoff but a means of nurturing

behavior that benefits the team.

• Reasons for tailoring compensation to individuals:– Motivation comes from within the individual as opposed to

the group.– The development of skills and behaviors is an individual

undertaking.– Fairness in dealing with teams does not mean equal pay for

all.– Team compensation is not a payoff but a means of nurturing

behavior that benefits the team.

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Reading 11.2:New Thinking for the New Millennium

Reading 11.2:New Thinking for the New Millennium

• Strategic approaches to may compensation (pay) systems more responsive:– Pay the person for individual worth (knowledge, skills and

competencies) rather than for the value of a job they perform.

– Reward excellence through a pay for performance compensation that establishes a clear relationship between a significant amount of pay and attainment of organizational objectives.

– Individualize the pay system to give employees choices in how they are rewarded and what reward they receive.

• Strategic approaches to may compensation (pay) systems more responsive:– Pay the person for individual worth (knowledge, skills and

competencies) rather than for the value of a job they perform.

– Reward excellence through a pay for performance compensation that establishes a clear relationship between a significant amount of pay and attainment of organizational objectives.

– Individualize the pay system to give employees choices in how they are rewarded and what reward they receive.