Class 10 summary
- 3. Society’s Stockholders’ Views Views Employees’ Managers’ Views Views
- 4. The word compensation may be defined as • all forms of financial returns and tangible services and benefits, which an employee receive in his/her tenure of employment. • a system of rewards to motivate employees, so that organizations can achieve its intended goals and objectives. Considers both intrinsic (psychological) and extrinsic (tangible) components of compensation. Extrinsic compensation covers both the monetary and non-monetary rewards, intrinsic compensation reflects employees’ psychic satisfaction through job accomplishment.
- 5. Compensation refers to all forms of financial returns and tangible services and benefits employees receive as part of an employment relationship
- 7. • Acquire qualified personnel • Retain current employees • Reward desired behaviour • Control costs • Comply with legal regulations • Further administrative efficiency
- 8. Non-financial Compensation System Enhance Dignity and Satisfaction from Work Performed Enhance Physiological Health, Intellectual Growth, and Emotional Maturity Promote Constructive Social Relationships with Co-workers Design Jobs that Require Adequate Attention and Effort Allocate Sufficient Resources to Perform Work Assignments Grant Sufficient Control over the Jobs to Meet Personal Demands Offer Supportive Leadership and Management
- 9. Three basic building blocks: • Compensation objectives • Policies that form the foundation of the compensation system • Techniques that make up the compensation system
- 12. Internal alignment, often called internal equity, refers to the pay relationships among different jobs/skills/competencies within a single organization.
- 13. Pay structure refers to the array of pay rates for different work or skills within a single organization. The number of levels, the differentials in pay between the levels, and the criteria used to determine those differences describe the structure.
- 14. An internal pay structure can be defined by • Number of levels of work • Pay differentials between the levels • Criteria or basis used to determine those levels and differentials
- 15. Pay structure is hierarchical in nature, based on: • Number of levels • Reporting relationships
- 16. The pay differences among levels Pay is determined by: • Knowledge/ skills involved • Working conditions • Valued addition to the company Intention of these differentials: • To motivate people to strive for promotion to a higher-paying level
- 17. Job-based structures relies on the work content – tasks, behaviors, responsibilities Person-based structure shifts the focus to the employee • Skills, knowledge, or competencies the employee possesses • Whether or not they are used in the particular job In reality, both job-and-person-based structures are included
- 20. The systematic process of collecting information that identifies similarities and differences in the work.
- 21. Job-based structures look at what people are doing and the expected outcomes Skill- and competency based structures look at the person
- 24. Job evaluation – process of systematically determining the relative worth of jobs to create a job structure for the organization The evaluation is based on a combination of: • Job content • Skills required • Value to the organization • Organizational culture • External market
- 28. Skill-based structures link pay to the depth or breadth of the skills, abilities, and knowledge person acquires that are relevant to the work. In contrast, a job-based plan pays employees for the job to which they are assigned, regardless of the skills they possess.
- 29. Skill plans can focus on • Depth based Specialist • Breadth based: Generalist/ multiskilled based
- 31. Systematic process of identifying and collecting information about skills required to perform work in an organization.
- 32. Several perspectives on what competencies are and what they are meant to accomplish • Skill that can be learned and developed or a trait that includes attitudes and motives? • Focus on the minimum requirements that the organization needs to stay in business or focus on outstanding performance? • Characteristics of the organization or of the employee?
- 33. Core competencies • Related to mission statements expressing organization’s philosophy, values, business strategies, and plans Competency sets • Translate each core competency into action Competency indicators • Observable behaviors that indicate the level of competency within each set
- 34. Organizations seem to be moving away from the vagueness of self-concepts, traits, and motives Greater emphasis on business-related descriptions of behaviors “that excellent performers exhibit much more consistently than average performers” Competencies are becoming “a collection of observable behaviors that require no inference, assumption or interpretation”
- 38. External competitiveness refers to pay relationships among organizations - an organization’s pay relative to its competitors.
- 39. Pay level refers to the average of the array of rates paid by an employer: (base + bonuses + benefits + value of stocks) / number of employees.
- 40. Pay forms are the various types of payments, or pay mix, that make up total compensation.
- 41. Control Costs Attract and Retain Employees
- 42. LABOR MARKET FACTORS Nature of Demand Nature of Supply PRODUCT MARKET FACTORS Degree of Competition EXTERNAL COMPETITIVENESS Level of Product Demand ORGANIZATION FACTORS Industry, Strategy, Size Individual Manager
- 43. Three conventional pay-level policies: • To lead • To meet • To follow competition Newer policies emphasize flexibility among: • Policies for different employee groups • Pay forms for individual employees • Elements of the employee relationship that company wishes to emphasize in its external competitiveness policy
- 44. Pay with Competition (Match) Lead Policy Lag Policy Flexible Policies Employer of Shared Choice Choice
- 46. A survey is the systematic process of collecting and making judgments about the compensation paid by other employers Surveys provide the data for translating policy into pay levels, pay mix, and structures
- 47. An employer conducts or participates in a survey for a number of reasons: • Adjust the pay level in response to changing rates paid by competitors • Set the mix of pay forms relative to that paid by competitors • Establish or price a pay structure • Analyze pay-related problems • Estimate the labor costs of product/service market competitors
- 48. Who should be involved? How many employers? • Publicly Available Data • “Word-of-mouse” • Where are the standards? Which Jobs to include? • Benchmark-job approach • Low-High approach • Benchmark conversion approach What information to collect? • Organization data • Total compensation data
- 50. Employers want employees to perform in ways that lead to better organizational performance Organizational strategy is the guiding force that determines what kinds of employee behaviors are needed
- 55. Do people join a firm because of pay? Do people stay in a firm (or leave) because of pay? Do employees more readily agree to develop job skills because of pay? Do employees perform better on their jobs because of pay?
- 56. Efficiency • Strategy • Structure • Standards Objectives Measures Eligibility Funding Equity/Fairness • Distributive justice • Procedural justice Compliance • Comply with existing laws • Enhance and maintain firm’s reputation
- 58. Pay for performance plans signal a movement away from entitlements Pay will vary with some measure of individual, team, or organizational performance
- 59. Merit Pay Lump-Sum Bonuses Individual Spot Awards Individual Incentive Plans
- 61. Uses a constellation of measures • Pinpoints areas of success • Indicates areas to improve Categories of measures • Financial results • Process improvements • Customer service • Innovation Forces discussions about priorities among different measures Outcome – Objectives with different weights in terms of importance
- 65. Employee Stock Ownership Plans (ESOPs) Performance Plans (Performance Share and Performance Unit) Broad-Based Option Plans (BBOPs)
- 68. Used for several organizational decisions • To guide allocation of merit increases Performance ratings are influenced by: • Employee behaviors observed by raters • Organization values • Competition among departments • Differences in status between departments • Economic conditions
- 69. Employees often frustrated about the appraisal process • Appraisals are too subjective • Possibility of unfair treatment by a supervisor Experts argue that rather than throwing out the entire performance appraisal process, total-quality-management principles should be applied to improving it
- 71. Ranking - Rater compares employees against each other Rating - Rater evaluates Categories employees on some absolute standard (measured on a continuum scale) Essay - Rater answers open- ended questions in essay form describing employee performance
Editor's Notes
- #20: See Exhibit 3.7 on page 74 of text This slide clarifies the differences between egalitarian and hierarchical structures. The choice, however, is not either / or. Rather, the differences are a matter of degree. So levels can range from many to few, differentials can be large or small, and the criteria can be based on the job, the person, or some combination of the two. (text page 66)
- #28: See Exhibit 6.1, text page 155
- #45: For a discussion of the competitive pay policy options, see text, pages 216 - 223
- #53: See text, Exhibit 9.3 on page 289
- #60: See Exhibit 10.1, page 309
- #63: See Exhibit 10.11, pages 320-322 for discussion details
- #65: See Exhibit 10.4, page 313
- #67: See Exhibit 10.16, page 335