Download - CHAPTER 11 Total Rewards and Compensation
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PowerPoint Presentation by Charlie CookThe University of West Alabama
SECTION 4 Compensation
CHAPTER 11
Total Rewards and Compensation
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11–2
Nature Of Total Rewards and Compensation• Total Rewards
Monetary and non-monetary rewards provided to attract, motivate, and retain employees.
• Rewards System Strategic Objectives: Legal compliance with all laws and regulations Cost-effectiveness for the organization Internal, external, and individual equity Performance enhancement for the organization Performance recognition and talent management Enhanced recruitment, involvement, and retention
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11–3
Compensation Approaches
Traditional Approach Total Rewards Approach
• Compensation is primarily base pay
• Bonuses are for executives only
• Fixed benefits tied to long tenure
• Pay grade progression is based on organizational promotions
• One organization-wide pay plan for all employees
• Variable pay used with base pay
• Annual/long-term incentives provided to all employees
• Flexible and portable benefits offered
• Knowledge-based broadbands determine pay grades
• Multiple pay plans consider job family, location, and business units
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11–4
FIGURE 11–1 Total Rewards Components
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11–5
FIGURE 11–2
Continuum of Compensation Philosophies
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11–6
FIGURE 11–4 Typical Division of Compensation Responsibilities in HR
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11–7
Compensation System Design Issues
Compensation Fairness and Equity
External Equity
Internal EquityProcedural JusticeDistributive Justice
Pay Secrecy vs. Openness
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11–8
Compensation System Design Issues (cont’d)
Market Competitiveness and Compensation
“Meet the Market” Strategy
“Lag the Market” Strategy
“Lead the Market” Strategy
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11–9
FIGURE 11–5 Compensation Quartile Strategies
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11–10
Competency-Based Pay System Design Issues
Identification of the required competencies
Progression and compensation of
employees
Limitations on who can acquire more competencies
Training in the appropriate competencies
Certification and maintenance of competencies
Competency-Based Pay SystemsKBP/SBP
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11–11
Compensation System Design Issues (cont’d)
Team
How to develop compensation
programs that build on the team concept.
Individual
How to compensate the individuals whose
performance may also be evaluated on team achievements.
Individual versus Team Rewards
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11–12
FIGURE 11–6 Possible Components of Global Employee Compensation
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11–13
Global Compensation Issues
Compensating Expatriates
Balance-Sheet
ApproachGlobal Market
ApproachTax
Equalization Plan
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11–14
Legal Constraints On Pay Systems
Fair Labor Standards Act (FSLA)
Minimum Wage
Child Labor
Provisions
Exempt and Non-Exempt
StatusesOvertime
Pay
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11–15
Categories of Exempt Employees
Executive Administrative
Professional
Outside Sales
Computer Employee
s
Exempt Employee
s
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11–16
FIGURE 11–7 Determining Exempt Status under the FLSA
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4–17
Wage/Hour Regulations• Fair Labor Standards Act (FLSA)
To qualify for an exemption from the overtime provisions of the act:Employees must perform their primary duties as
executive, administrative, professional, or outside sales employees.
Primary has been interpreted to mean occurring at least 50% of the time.
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6–18
Wage/Hour Regulations• California – Exempt from Overtime
Administrative exemption Professional exemption Executive exemption Computer software employee exemption – must also
earn $83,132.93 annually or $39.90 per hour (1/1/13)
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11–19
Compensation for Overtime Work
Common Overtime
Issues
Compensatory Time Off
Incentives for Non-exempts
Training Time
Travel Time
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11–20
Independent Contractor Regulations
Identifying Criteria for Independent Contractors
Behavioral Control
Financial Control
Relationship-Type Factors
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11–21
Acts and Legislation Affecting Compensation
Compensation and the
Law
Davis-Bacon ActWalsh-Healy Act
McNamara-O’Hara Act
Equal Pay Act of 1963 and Pay Equity
State and Local Laws
Garnishment Laws
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11–22
FIGURE 11–8
Compensation Administration Process
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11–23
Valuing Jobs with Job Evaluation Methods• Job Evaluation
The formal systematic means used to identify the relative worth of jobs within an organization.
• Compensable Factor A job value commonly present throughout a group of
jobs. Something for which an organization will compensate
an employee.
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11–24
FIGURE 11–9 Examples of Compensable Factors for Different Job Families in a Hotel
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11–25
Job Evaluation Methods
Job Evaluation Methods
Point Method
Ranking Method
Classification Method
Factor-Comparison Method
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11–26
Valuing Jobs Using Market Pricing• Market Pricing
Using market pay data to identify the relative value of jobs based on what other firms pay for similar jobs.
Advantages Disadvantages
• Ties organizational pay levels to the external job market, without “internal” job evaluation distortion.
• Communicates to employees that the compensation system is “market linked.”
• It relies on market survey data.
• A specific job may differ from a “matching” job in the survey.
• The market data’s scope (range of sources) is a concern.
• Tying pay levels to market data can lead to wide fluctuations.
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11–27
Pay Surveys• Pay Survey
Collection of data on compensation rates for workers performing similar jobs in other organizations.
• Benchmark Jobs Jobs found in many organizations.
• Internet-Based Pay Surveys Pay survey questionnaires are distributed
electronically rather than as printed copies.
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11–28
Using Pay Surveys
Participants Broad-based
TimelinessJob-matches
Methodology
Survey Data Relevance
and Validity
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11–29
Pay Structures• Job Family
A group of jobs having common organizational characteristics.
• Common Pay Structures Hourly and salaried Office, plant, technical, professional, managerial Clerical, information technology, professional,
supervisory, management, and executive• Pay Grades
Groupings of individual jobs having approximately the same job worth.
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11–30
FIGURE 11–10
Establishing Pay Structures
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11–31
Pay Structures (cont’d)• Market Line
Shows relationship between job value as determined by job evaluation points and job value as determined by pay survey rates.
Shows distribution of pay for the surveyed jobs, allowing a linear trend line to be developed by the least-squares regression method.
• Market Banding Grouping jobs into pay grades based on similar
market survey amounts.
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11–32
FIGURE 11–11 Market-Banded Pay Grades for Community Bank
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11–33
FIGURE 11–12 Example of Pay Grades and Pay Ranges
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11–34
Pay Ranges• Broadbanding
The practice of using fewer pay grades having broader pay ranges that in traditional systems.
BenefitsEncourages horizontal movement of employees Is consistent with trend towards flatter
organizationsCreates a more flexible organizationEncourages competency developmentEmphasizes career development
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11–35
Individual Pay• Rates Out of Range
Red-Circled EmployeesAn incumbent (current jobholder) who is paid
above the range set for the job. Green-Circled Employees
An incumbent who is paid below the range set for the job.
• Pay Compression A situation in which pay differences among individuals
with different levels of experience and performance in the organization becomes small.
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11–36
FIGURE 11–13Pay Adjustment Matrix
• Compa-ratio The pay level divided by the
midpoint of the pay range.
ratio)-(Compa 89 100(midpoint) 15.00
pay)(current $13.35 Employee J
89
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11–37
Standardized Pay Adjustments
Standardized Pay
Increases
SeniorityCost-of-Living Adjustments
(COLA)
Across-the-Board
Increases
Lump-Sum Increases
(LSI)