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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–4 Legal Considerations in Compensation Employee Compensation Equal Pay Act (1963) Employee Retirement Income Security Act Age Discrimination in Employment Act Americans with Disabilities Act Davis-Bacon Act (1931) Walsh-Healey Public Contract Act (1936) Title VII of the 1964 Civil Rights Act Fair Labor Standards Act (1938) The Family and Medical Leave Act The Social Security Act of 1935 (as amended) National Labor Relations Act of 1935 (Wagner Act) Workers’ Compensation<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–5 FIGURE 11–2 Some Typical Exempt, Nonexempt Job Titles EXEMPT
Attorneys
Physicians
Pharmacists
Engineers
Teachers
Scientists
Computer systems analysts
General managers
Personnel directors
Accountants
Purchasing agents NONEXEMPT
Paralegals
Accounting clerks
Newspaper writers
Working supervisor
Management trainees
Secretaries
Clerical employees<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–6 Corporate Policies, Competitive Strategy, and Compensation Aligned Reward Strategy
The employer’s basic task:
To create a bundle of rewards—a total reward package—that specifically elicits the employee behaviors that the firm needs to support and achieve its competitive strategy.
The HR or compensation manager along with top management creates pay policies that are consistent with the firm’s strategic aims.<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–7 TABLE 11–1 Developing an Aligned Reward Strategy Questions to Ask: What must our company do, (for instance in terms of improving customer service), to be successful in fulfilling its mission or achieving its desired competitive position?
What are the employee behaviors or actions necessary to successfully implement this competitive strategy?
What compensation programs should we use to reinforce those behaviors? What should be the purpose of each program in reinforcing each desired behavior?
What measurable requirements should each compensation program meet to be deemed successful in fulfilling its purpose?
How well do our current compensation programs match these requirements?<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–8 Compensation Policy Issues Pay for performance
Pay for seniority
The pay cycle
Salary increases and promotions
Overtime and shift pay
Probationary pay
Paid and unpaid leaves
Paid holidays
Salary compression
Geographic costs of living differences<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–9 Equity and Its Impact on Pay Rates<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–10 Addressing Equity Issues<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–11 Establishing Pay Rates Steps in Establishing Pay Rates Determine the worth of each job in your organization through job evaluation (to ensure internal equity). Conduct a salary survey of what other employers are paying for comparable jobs (to help ensure external equity). Group similar jobs into pay grades. Price each pay grade by using wave curves. Fine-tune pay rates.<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–12 Step1: The Salary Survey<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–13 Sources for Salary Surveys<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–14 TABLE 11–2 Some Pay Data Web Sites<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–15 Step 2: Job Evaluation<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–16 The Job Evaluation Process Performing the actual evaluation Getting the cooperation of employees Preparing for the Job Evaluation Identifying the need for the job evaluation Choosing an evaluation committee<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–17 How to Evaluate Jobs<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–18 Job Evaluation Methods: Ranking Ranking each job relative to all other jobs, usually based on some overall factor.
Steps in job ranking:
Obtain job information.
Select and group jobs.
Select compensable factors.
Rank jobs.
Combine ratings.<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–19 Job Evaluation Methods: Job Classification Raters categorize jobs into groups or classes of jobs that are of roughly the same value for pay purposes.
Classes contain similar jobs.
Administrative assistants
Grades are jobs similar in difficulty but otherwise different.
Mechanics, welders, electricians, and machinists
Jobs are classed by the amount or level of compensable factors they contain.<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–20 HR in Practice: Developing a Workable Pay Plan Simplified Approach:
Conduct a wage survey
Conduct a job evaluation
Conduct once-a-year job appraisals
Compile the compensation budget for upcoming year<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–21 Pricing Managerial and Professional Jobs<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–22 Pricing Managerial and Professional Jobs What Determines Executive Pay?
CEO pay is set by the board of directors taking into account factors such as the business strategy, corporate trends, and where they want to be in the short and long term.
CEOs can have considerable influence over the boards that determine their pay.
Firms pay CEOs based on the complexity of the jobs they fill.
Shareholder activism and government oversight have tightened the restrictions on what companies pay top executives.
Boards are reducing the relative importance of base salary while boosting the emphasis on performance-based pay.<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–23 Compensating Professional Employees Employers can use job evaluation for professional jobs.
Compensable factors focus on problem solving, creativity, job scope, and technical knowledge and expertise.
Firms use the point method and factor comparison methods, although job classification is most popular.
Professional jobs are market-priced to establish the values for benchmark jobs.<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–24 Competency-Based Pay Competencies
Demonstrable characteristics of a person, including knowledge, skills, and behaviors, that enable performance
What is Competency-Based Pay?
Paying for the employee’s range, depth, and types of skills and knowledge, rather than for the job title he or she holds<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–25 Why Use Competency-Based Pay?<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–26 Competency-Based Pay in Practice Main elements of skill/competency/knowledge–based pay programs:
A system that defines specific skills
A process for tying the person’s pay to his or her skill
A training system that lets employees seek and acquire skills
A formal competency testing system
A work design that lets employees move among jobs to permit work assignment flexibility<br>
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11–27 Competency-Based Pay: Pros and Cons Pros
Higher quality
Lower absenteeism
Fewer accidents
Cons
Pay program implementation problems
Costs of paying for unused knowledge, skills, and behaviors
Complexity of program
Uncertainty that the program improves productivity<br>
