Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Total Rewards Monetary and non-monetary rewards used to attract, motivate, and retain employees Rewards System Strategic Objectives Legal compliance Cost effectiveness Internal and external equity for employees Recognizing contribution to maximize performance and manage talent
Compensation Approaches
Traditional Approach
Compensation primarily base pay Bonuses for executives only Fixed benefits tied to seniority Pay grade progression based on organizational promotions One organization-wide pay plan for all employees
Compensation Philosophies
Market Competitiveness and Compensation Lead the market Meet the market Lag the market
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.
11
12
13
14
Training Time
Travel Time
15
Garnishment Laws
16
17
Compensable Factor
Job value common among a group of jobs. Something for which an organization chooses to compensate an employee.
18
19
Point Method
Ranking Method
Classification Method
FactorComparison Method
20
21
Using market data to identify the relative value of jobs based on what other firms pay for similar jobs.
Advantages Disadvantages
It relies on market survey data.
A specific job may differ from a matching job in the survey. The market datas scope (range of sources) is a concern.
Ties organizational pay levels to the external job market, without internal job evaluation distortion.
Communicates to employees that the compensation system is market linked.
22
Pay Surveys
Collection of data on compensation rates for workers performing similar jobs in other organizations.
Benchmark Jobs
Pay Structures
Job Family
Pay Grades
25
Grouping jobs into pay grades based on similar market survey amounts.
Market Line
Shows relationship between job value as determined by job evaluation points and job value based on pay survey rates. Shows distribution of pay for surveyed jobs Linear trend line to be developed by the leastsquares regression method.
26
27
*Computed by averaging the pay survey summary data for the jobs in each pay grade.
28
Pay Ranges
Broadbanding Using fewer pay grades having broader pay ranges that in traditional systems. Benefits
Encourages horizontal movement of employees Is consistent with trend towards flatter organizations Creates a more flexible organization
Individual Pay
Rates Out of Range
Red-Circled Employee An incumbent (current jobholder) who is paid above the range set for the job. Green-Circled Employee An incumbent who is paid below the range set for the job.
Pay Compression
Pay differences among individuals with different levels of experience and performance in the organization are reduced.
30
89
Compa-ratio
Seniority
Across-theBoard Increases
32