Chapter 11 Establishing Rewards and Pay Plans

1. Fundamentals of Human Resource Management Eighth Edition DeCenzo and Robbins Chapter 11 Establishing Rewards and Pay Plans Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

2. Introduction • People do what they do to satisfy some need and they look for a payoff or reward. • The most obvious reward is pay, but there are many others, including: • promotions • desirable work assignments • peer recognition • work freedom Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

3. Introduction Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

4. Types of Reward Plans Intrinsic versus Extrinsic Rewards • Intrinsic rewards (personal satisfactions) come from the job itself, such as: • pride in one’s work • feelings of accomplishment • being part of a work team Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

5. Types of Reward Plans Intrinsic versus Extrinsic Rewards • Extrinsic rewards come from a source outside the job • include rewards offered mainly by management • Money • Promotions • Benefits Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

6. Types of Reward Plans Financial versus Nonfinancial Rewards • Financial rewards include: • wages • bonuses • profit sharing • pension plans • paid leaves • purchase discounts • Nonfinancial rewards emphasize making life on the job more attractive; employees vary greatly on what types they find desirable. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

7. Types of Reward Plans Performance-based versus Membership-Based Rewards • Performance-based rewards are tied to specific job performance criteria. • commissions • piecework pay plans • incentive systems • group bonuses • merit pay • Membership-based rewards such as cost-of-living increases, benefits, and salary increases are offered to all employees. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

8. Compensation Administration • The process of managing a compensation program so that the organization can attract, motivate and retain competent employees who perceive that the program is fair. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

9. Compensation Administration • Job evaluation – the process used to determine each job’s appropriate worth within the organization. • Based on job analysis information. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

10. Compensation Administration Government Influence on Compensation Administration • Fair Labor Standards Act: 1938 act which requires • minimum wage • overtime pay • record-keeping • child labor restrictions Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

11. Compensation Administration Government Influence on Compensation Administration Fair Labor Standards Act • Exempt employees • include professional and managerial employees • not covered under FLSA overtime provisions • Nonexempt employees • eligible for premium pay (time and one-half) • when they work more than 40 hours in a week Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

12. Compensation Administration Government Influence on Compensation Administration • Equal Pay Actof 1963 act requires that men and women hired for the same job be paid the same. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

13. Compensation Administration Government Influence on Compensation Administration • Civil Rights Act: • broader than Equal Pay Act • prohibits discrimination on the basis of gender • used to support comparable worth concept • Salaries should be established on the basis of skill, responsibility, effort, and working conditions. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

14. Job Evaluation and the Pay Structure Job Evaluation • Use of job analysis information to determine the relative value of each job in relation to all jobs within the organization. • The ranking of jobs • Labor market conditions • Collective bargaining • Individual skill differences Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

15. Job Evaluation and the Pay Structure Isolating Job Evaluation Criteria • Judgment is involved in defining what factors should be used to compare jobs. • Typical criteria: • mental requirements • supervisory control • complexity • physical demands • personal contacts Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

16. Job Evaluation and the Pay Structure Isolating Job Evaluation Criteria • Typically jobs are grouped according to type and compared within their group • clerical jobs • sales jobs • professional jobs Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

17. Job Evaluation and the Pay Structure Job Evaluation Methods • Ordering method: A committee places jobs in a simple rank order from highest (worth highest pay) to lowest. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

18. Job Evaluation and the Pay Structure Job Evaluation Methods • Classification method: • Jobs are placed in classification grades • Compare their descriptions to the classification description and benchmarked jobs • Look for a common denominator such as skills, knowledge, or responsibility Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

19. Job Evaluation and the Pay Structure Job Evaluation Methods • Point method: • Jobs are rated and allocated points on several identifiable criteria, using clearly defined rating scales. • Jobs with similar point totals are placed in similar pay grades. • Offers the greatest stability. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

20. Job Evaluation and the Pay Structure Establishing the Pay Structure • Compensation surveys • Used to gather factual data on pay rates for other organizations • Information is often collected on associated employee benefits as well Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

21. Job Evaluation and the Pay Structure Establishing the Pay Structure • Wage curves • Drawn by plotting job evaluation data (such as job points or grades) against pay rates (actual or from survey data). • Indicate whether the pay structure is logical Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

22. Job Evaluation and the Pay Structure Establishing the Pay Structure • Wage structure • Designates pay ranges for groups of jobs which are • similar in value to the organization • grouped by their classifications, grades or points. • Results in a logical hierarchy of wages, consisting of ranges that overlap. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

23. Special Cases of Compensation Incentive Compensation Plans Incentives can be added to the basic pay structure to provide rewards for performance. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

24. Special Cases of Compensation Incentive Compensation Plans • Individual Incentives include • merit pay plans (annual increase, based on performance) • piecework plans (pay based on number of units produced typically in a specified time period.) • time-savings bonuses and commissions Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

25. Special Cases of Compensation Incentive Compensation Plans Individual Incentives: • Work best where clear objectives can be set and tasks are independent. • Many organizations today require employees to place a percentage of their salary “at risk” so that merit pay does not become a substitute for automatic cost-of-living raises. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

26. Special Cases of Compensation Incentive Compensation Plans • Group Incentives • Incentives can be offered to groups, rather than individuals, when employees' tasks are interdependent and require cooperation. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

27. Special Cases of Compensation Incentive Compensation Plans: • Plant-wide Incentives: • Direct employee efforts toward organizational goals (such as cost reduction) • Scanlon Plan - supervisor and employee committees suggest labor-saving improvements • IMPROSHARE - formula is used to determine bonuses based on labor cost savings Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

28. Special Cases of Compensation Paying for Performance • Pay is based on some measure of performance. • Common performance measures are: • piece-rate plans • gainsharing • wage incentive plans • profit sharing • lump sum bonuses Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

29. Special Cases of Compensation Paying for Performance • Competency-based compensation • Rewarded for skills, knowledge and behaviors • leadership • problem solving • decision making • strategic planning • Broad-banding - pre-set pay levels that determine what people are paid based upon the type and level of competencies they possess. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

30. Special Cases of Compensation Team-Based Compensation • Incentives for empowered work teams to exceed established goals and share equally in rewards. • Depends on: • clarity of team purpose and goals • ability of the team to obtain needed resources • effective team communication skills and trust Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

31. Executive Compensation Programs Salaries of Top Managers • Executive salaries, bonuses and stock options may seem high. • Top twenty CEOs average more than $100 million in total compensation. • Competition for executive talent raises the price of hiring an executive. • High salaries can be a motivator for executives and lower-level managers Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

32. Executive Compensation Programs Supplemental Financial Compensation • Deferred bonuses – paid to executives over extended time periods, to encourage them to stay with the company. • Stock options – allow executives to purchase stock in the future at a fixed price. • Hiring bonuses – compensate for the deferred compensation lost when leaving a former company. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

33. Executive Compensation Programs Supplemental Nonfinancial Compensation: Perquisites • Perks may include: • paid life insurance • club memberships • company cars • expense accounts • interest-free loans • free financial • legal and tax counseling • mortgage assistance Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

34. Executive Compensation Programs • Supplemental Nonfinancial Compensation: Perquisites • Golden parachutes protect executives when a merger or hostile takeover occurs by providing severance pay or a guaranteed position. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

35. International Compensation • Important to understand the statutory requirements of each country. • International compensation packages generally utilize the “balance-sheet approach,” using the four factors below: • Base Pay • Differentials • Incentives • Assistance Programs Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

36. International Compensation • Base Pay: The pay of employees in comparable jobs at home. • Differentials: Compensation given to offset higher costs of living abroad. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

37. International Compensation • Incentives: Inducements given to encourage employees to accept overseas assignments. • Assistance Programs: Payment for expenses involved in moving a family abroad and in providing some services overseas. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins