Based on the job evaluation methods Point Factor, Ranking, Market Pricing, and Factor Comparison choose the method you believe is best. Describe the evaluation method, explain your decision for choosing it, and use specific
examples to support your answer.

A job evaluation involves explaining how well someone is doing. In it, one evaluates the job itself as well as the performance of the person doing the tasks.

Write a job evaluation on yourself, or someone you know.

First, evaluate the responsibilities of the job.

Second, evaluate the performance of the person doing the job.

Based on the job evaluation methods mentioned in your textbook, look up additional information about the method you believe is best. Describe the evaluation method, explain your decision for choosing it, and use specific examples to support your answer.

Your answer should be at least two page long and follow APA format. Make sure to cite your references.
There are faxes for this order.

A job evaluation involves explaining how well someone is doing. In it, one evaluates the job itself as well as the performance of the person doing the tasks.

Write a job evaluation on yourself, or someone you know.
First, evaluate the responsibilities of the job.
Second, evaluate the performance of the person doing the job.

Course: Compensation Management in a Knowledge-Base World

Topic: Compare and contrast methods of job evaluation

Essay Question:
Compare and contrast the following methods of job evaluation, and include examples that are not the same as in the textbook to demonstrate understanding: Lott, Benge, and Multiple Regression. Identify the key differences.

Essay needs to be at least 550 words in length in an APA format.

There must be at least one in-text citation in the essay.

2 references; the textbook is one reference.

Book Reference
Henderson, R. I. (2006). Compensation management in a knowledge-based world (10th ed.). Upper Saddle River, NJ: Prentice Hall.

Chapter 8 and 9

Course: Compensation Management in a Knowledge-Base World

Topic: Point factor job evaluation methodologies

Essay Question:
How does Factor Evaluation System (FES) differ from other point factor job evaluation methodologies? Give examples of bobtailing in FES.

Essay needs to be at least 350 words in length in an APA format.

There must be at least one in-text citation in the essay.

2 references; the textbook is one reference.

Book Reference
Henderson, R. I. (2006). Compensation management in a knowledge-based world (10th ed.). Upper Saddle River, NJ: Prentice Hall.

Chapter 8 and 9

A job evaluation involves explaining how well someone is doing.? In it, one evaluates the job itself as well as the performance of the person doing the tasks.??
Write a job evaluation on yourself, or someone you know.
First, evaluate the responsibilities of the job.??
Second, evaluate the performance of the person doing the job.

If it would help, feel free to read the sections in the Free Management Library (http://managementhelp.org/emp_perf/emp_perf.htm)
that deal with employee performance management. Retrieved November 14, 2010.

When cited.. use link above for cited information

Hello Jonsmom2,

I will be sending you all of the documents to get you started on the (3) page term paper shortly via fax. "Please write the (3) page paper based strictly on what the questions/tasks are asking" and ONLY add the references from the material that is provided.

Important! Please read everything on the first, second, and third page of the documents that are faxed to you. Do not deviate from what the first 3 pages are telling you to do.

Please provide a well written (3) page term paper TITLED: Job Evaluation, Market Pricing & Pay Structures

Also, I need an introduction, body, conclusion and at least (3) references.

Lastly, I really need the (3) page paper NLT: 6 November 2011. Thanks!

Write a job evaluation on someone you know.
First, evaluate the responsibilities of the job.
Second, evaluate the performance of the person doing the job.
EXPECTATIONS:
A job evaluation involves explaining how well someone is doing. In it, one evaluates the job itself as well as the performance of the person doing the tasks.
Write about 3 pages.
If it would help, feel free to read the sections in the Free Management Library that deal with employee performance management. Retrieved November 14, 2010.
http://managementhelp.org/employeeperformance/index.htm

I am looking for a skit (or play) on the topic of Human Resources. Focusing on employee performance and job evaluation. There will be three people performing, two males and one female. We would like to perform for about 20 minutes and would like the skit to be educational and at the same time comical. Visuals or any type of props will be needed to help make it more entertaining and able for the audience to understand concepts we present. We will also be showing clips from the movie "Office Space" so recommendations on what point in the skit to show them or have them intermingled rather than showing them all at once would be helpful. The skit can be based on basically anything from a talk show format to a game show etc...All three involved would like equal time or involvement in perfoming so I will leave the rest up to you!!! Any questions please email back. Thanks, Donna

Discussion instructions:
One of the challenges in an organization is determining what each job is worth to the organization, which includes an internal and external evaluation of the position.
In your own words, define job evaluation and comparable worth.
What contributes to the process and results of a job evaluation?
What role does comparable worth play in performing job evaluations?
What ethical and legal issues surround job evaluations and the implementation of their results in organizations?
Utilize at least one peer-reviewed journal article, either from the Recommended Readings for this week or your own search, in your discussion. Cite sources used in APA format.
Readings


1. Textbooks: Link: https://secure.coursesmart.com/login
USER:
PASS: Rigelq93
Landy, F. J., & Conte, J. M. (2013). Work in the 21st century: An introduction to industrial and organizational psychology (4th ed.). Hoboken, N.J.: John Wiley &
Chapter 4: Job Analysis and Performance

American Psychological Association (2010). Publication manual of the American Psychological Association (6th ed.). Washington, D.C.: American Psychological
Association. ISBN: 1-4338-0561-5

2. Websites:
O*NET OnLine ? http://online.onetcenter.org/

Recommended Readings

1. Articles:
Arnault, E. J., Gordon, L., Joines, D. H., & Phillips, G. M. (2001). An experimental study of job evaluation and comparable worth. Industrial and Labor Relations
Review,54(4), 806-815. (EBSCOHost Accession Number: AN 5425998).

Bergeron, D. M. (2007). The potential paradox of organizational citizenship behavior: Good citizens at what cost? Academy of Management Review, 32(4), 1078-1095.
(EBSCOHost Accession Number: AN 2007-15086-005).

Dalal, R. S. (2005). A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior. Journal of Applied
Psychology, 90(6), 1241-1255. doi: 10.1037/0021-9010.90.6.1241

Dierdorff, E. C., & Wilson, M. A. (2003). A meta-analysis of job analysis reliability. Journal of Applied Psychology, 88(4), 635-646. doi: 10.1037/0021-9010.88.4.635

Sackett, P. R., Berry, C. M., Wiemann, S. A., & Laczo, R. M (2006). Citizenship and counterproductive behavior: Clarifying relations between the two domains.
Human Performance, 19(4), 441-464. doi: 10.1207/s15327043hup1904_7

Stetz, T. A., Button, S. B., and Porr, W. B. (2009). New tricks for an old dog: Visualizing job analysis results. Public Personnel Management, 38(1), 91-100.
(EBSCOHost Accession Number: AN 37567524).

U.S. Department of Labor (n.d.). Wage and hour division (WHD) Compliance assistance: Fair Labor Standards Act (FLSA). Retrieved from http://www.dol.gov/whd/flsa/

U.S. Equal Employment Opportunity Commission (n.d.). Equal Pay Act of 1963. Retrieved from http://www.eeoc.gov/laws/statutes/epa.cfm

U.S. Equal Employment Opportunity Commission (n.d.). Title VII of the Civil Rights Act of 1964. Retrieved from http://www.eeoc.gov/laws/statutes/titlevii.cfm

U.S. Equal Employment Opportunity Commission (n.d.). Uniform Guidelines on Employee Selection Procedures. Retrieved from
http://www.access.gpo.gov/nara/cfr/waisidx_10/29cfr1607_10.html

Van Sliedregt, T., Voskuijl, O. F., & Thierry, H. (2001). Job evaluation systems and pay grade structures: Do they match? International Journal of Human Resources
Management, 12(8), 1313-1324. doi: 10.1080/09585190110083811

2. Websites:
Bureau of Labor Statistics ? http://www.bls.gov

Dictionary of Occupational Titles (DOT) ? http://www.oalj.dol.gov/libdot.htm

Job Accommodation Network ? http://janweb.icdi.wvu.edu

Job Analysis and Personality Research ? http://harvey.psyc.vt.edu

Job Analysis Net(work) ? http://www.job-analysis.net

Occupational Outlook Handbook ? http://www.bls.gov/oco/

U.S. Equal Employment Opportunity Commission ? http://www.eeoc.gov/

Multimedia

1. Podcasts:
Cornell University ILR School, Center for Advanced Human Resource Studies, HR Leadership Podcast Series episodes can be accessed via the following website -
http://www.ilr.cornell.edu/cahrs/partnerBenefits/podcasts/

Human Resources iQ HR Today Podcast Series episodes can be accessed via the following website - http://www.humanresourcesiq.com/podcasts/

2. Video:
Harvard Business Publishing. (Producer). (2008). Building simpler, more effective HR processes. Available from
http://blogs.hbr.org/video/2010/08/building-simpler-more-effectiv.html

Harvard Business Publishing. (Producer). (2008). The path to peak performance. Available from http://blogs.hbr.org/video/2010/12/the-path-to-peak-performance.html

Moffitt, B. (Producer). (2011). Good Work NOW! #32: Seven secrets of wordclass employees. Available from http://ww.youtube.com/watch?v=06-_YqL5-Hs

This project is an opportunity for you to gain experience and insight into developing a compensation plan. This is not a comprehensive consulting project; you are not being asked to offer your services to a company. Instead, this project is a smaller version (a microcosm) of what you might do on a larger scale within a company. Therefore, choose a situation that is convenient for you. In the interest of time and to maximize your learning from this project, consider selecting a job and organization type that is relatively common (e.g., registered nurse/hospital), rather than one specific to only a few specialized organizations (e.g., astronaut/NASA). If you use the job/company of one of your group members, which is the most convenient, make sure that you have permission to interview/question other employees, use company documentation, etc....

Following are the primary components that are needed in your project. Please ensure that your project is typewritten, double-spaced, and edited for typographical/grammar/spelling errors (errors will result in a reduction of points for the assignment). There is no set page limit. Picture yourself in the real world being tasked with creating a new compensation structure for your employer; your boss isn't going to ask you for a 20-page paper. What will be expected is a pay structure with all the supporting information that went into developing it. With that stated, higher quality projects involve more background research, data collection, and analysis, so they do tend to be longer than projects of lesser quality.

Part I: Introduction (10 points)

The introduction of your compensation project should include relevant background on the organization, including the companys mission, vision; this would include what the organization does, company history, etc... You may want to comment on such aspects as the competitiveness of the industry, etc... Depending on the jobs you choose and the organizational structure, you may also need to discuss the division, business unit, department, HR department, or other entities in terms of strategy and objectives.

If available, provide background on the companys current compensation system, such as the availability of bonuses, use of merit pay, etc... Rather than discuss these in detail, I am looking for you to summarize the companys stance on compensation, much as a brief bio on a company would read. It may help you to think in terms of presenting the material to a viable candidate for employment.

In your introduction you need to provide a brief summary of your target job and two anchor jobs; the nature of the jobs and how they relate to one another. Provide an explanation as to why you chose these jobs and factors went into deciding which job would be the target job. It's likely that one of your group members holds or has held one of the three jobs; it's okay for this to be the reason you chose the jobs you did.

Deliverables

? Two to four pages of type written information should address the aforementioned. You are free to include references to websites, copies of tables/charts, etc... from websites, scanned brochures, etc... that relate to the aforementioned.




Part II: Job Analysis (30 points) and Resulting Job Description & Specification (5 points)

Most of your job analysis will take the form of completed questionnaires, interviews, information from websites, etc... However, in the body of your paper, I would like for you to outline the procedure of your job analysis (what you did for each step below), as well as a summary of findings. I will want to know exactly what you did, when you did it, what you learned, and anything else you want to tell me about the job analysis.

To perform the job analysis, you will need to:

1. You will conduct job analysis on your target job. In the "real world" you would conduct job analysis on your anchor jobs as well, but for a number of reasons you will only conduct job analysis on one of your three jobs - we will refer to this as your target job.
2. Review the relevant literature available on the job. It may be useful to start with the resources provided by the US Department of Labor ??" especially O*Net (http://online.onetcenter.org/). Be sure to try and to locate some in-house data (e.g., organizational charts, existing job descriptions, job specifications), as well as external information (e.g. job descriptions from similar organizations). What you are trying to do in this step is to familiarize yourself with the position beyond what you may already know what about it. So, in your paper, you will tell me what information you decided to collect, why and how you got it. The information itself, i.e. links to O*NET site or copy/paste of O*NET information.
3. Now identify and select two (2) different methods for collecting job content data and other related facts. You may use any job analysis methods that you want, but consider your job when determining which methods will be "best" for your target job. You can interview, have questionnaires completed, watch people work, or any combination of these or others. In your paper tell me why you chose these methods over others. Include copies of the instruments; that is include a copy of the completed questionnaire, list of interview questions and responses from interviewee, notes from job observation, etc... (step 4 below discusses the actual completion/process of job analysis). Remember to choose methods that will help you best collect the primary data that your secondary data search did not find; meaning that your methods should complement one another - one method may yield information that the other didn't.
4. Select the subject matter experts (SMEs) for the job analysis. They can be job incumbents (people who hold the job), the supervisors of the job, or others who are very familiar with the job. Be sure to use at least two (2) SMEs, even if they are in the same position (e.g., 2 job incumbents, 2 supervisors, 1 of each). You will need to tell me why you selected the SMEs that you did, along with a description of characteristics that may impact your results (e.g., tenure with the company, length of time on that job, performance level) or the generalizability of your results (e.g., sample size in relation to the number of incumbents, geographical limitations, etc...). Please note that, in reality, more SMEs would be used; however, given the need to complete this project in a quarter, and given the disruption to SMEs that a job analysis sometimes creates, we are severely limiting the amount of information collected at this stage. (Note: You dont have to administer both of your job analysis methods to all your SMEs. Say youve chosen an interview and observation; you can interview one SME and observe another.)
Recap: Gather job analysis information from O*NET, currently used job descriptions, etc... Discuss the process of gathering this information and include printouts, etc.... Use two job analysis methods and use two SMEs. In the paper tell me the steps you took to accomplish the analysis. Include transcripts of the interviews, copies of the completed questionnaires and subsequent data analysis, notes from observations made, etc. Keep in mind that the integrity of the job analysis often is called into question when a compensation system is challenged. You dont want to cut corners in this section.





Deliverables

? Narrative addressing:
1. What job analysis methods you used and why.
2. What SMEs you choose and why? The titles of your SMEs and their connection to the target job.
3. A description of the characteristics that may impact your results (e.g., tenure with the company, length of time on that job, performance level) or the generalizability of your results (e.g., sample size in relation to the number of incumbents, geographical limitations, etc...).
4. How you constructed your job analysis instruments.
? O*NET print outs
? In-house and external information if available
? Completed job analysis instruments

Next you need to organize the information collectd in the job analysis into a coherent job description/job specification. To complete it, follow the steps outlined below.

1. Review the data you collected in the job analysis. If you think anything is missing, re-collect it. It may mean another call to or visit with a SME to secure this information. Make sure that you have enough detailed information to help you write the job description.
2. Use the data collected from the job analysis to complete the sections in the job description outlined below.
3. Do not use the organizations existing job description! Also, do not copy the job description from an online source or another company. Create your own version of the job description based on the primary data you collected (you can supplement with secondary data, i.e. O*NET). This gives you practice in creating the foundation of the compensation plan from scratch. The following is the template you should use. Please conduct some research on job descriptions and note the wording; with the exception of the job summary, job descriptions don't read like narratives. Also review the section of the text that covers job descriptions, which includes a sample job description.

Deliverable

? Job Description

Part A: Identification
Job Title:
Relationships:
Reports to:
Supervises:
Internal relationships (other positions that this position regularly works with):
External relationships (customers, vendors, etc...):
Part B: Job Summary
Include a paragraph that summarizes the components of the job, providing a succinct overview.
Part C: Responsibilities & Duties
Include a list of the responsibilities and duties performed by an individual in this position. This is based on the tasks of the job.
Part D: Specifications (Qualifications)
List the knowledge, skills, & abilities (KSAs) required to perform the job, as well as the physical requirements and conditions under which the work is performed.
Part III: Job Evaluation (25 points)

The goal of Part 3 is to determine the actual worth (value) of your target and anchor jobs to the organization. You will use the job description you developed in Part 2 as input. Because you did not conduct job analysis on your anchor jobs you will use information from O*NET, existing job descriptions and anecdotal information from employees within the organization to get a sense of the value of your anchor jobs. Follow the steps outlined below.
1. Select four (4) compensable factors and justify these. Hint: This is where some of your background information on the organizations strategy and values will help. Also, feel free to use the universal factors (skill, responsibility, effort, working conditions), or compensable factors that other organizations have used. Just make sure that your choice fits your particular organization. Note that compensable factors often contain subfactors. For example, skill may be broken down into education, experience, etc. Given the brevity of this project, do not choose subfactors. Just remember that you will likely consider these subfactors in practice.
2. Create a definition for each compensable factor.
3. Scale the factors; meaning select a number of degrees that represent the full range of jobs. In this case you have 2 anchor jobs and your target job, so 3 degrees should be sufficient. Define factor degrees for all the factors. If you choose 4 compensable factors and each factor contains 3 degrees, you will have a total of 12 degree definitions. (See Table 6-10 on page 142)
4. Weight each compensable factor. It is extremely important that you explain your rationale for the weights. Try to use weights that are aligned with the corporate strategy and goals. So each compensable factor will have a percentage associated with it; the percentages for all of your compensable factors will total 100%. You will use the weights for your compensable factors along with a 1,000 point possible total to create your job evaluation chart; of course this will be explained in class.
5. Evaluate each anchor job and the target job using your job evaluation chart. You should have 3 completed evaluation forms. Each of your jobs will have a job evaluation point total.

Deliverables

? Narrative that includes:
1. Your four compensable factors and why choose them
2. Compensable factor definitions
3. The weight of your compensable factors and why you chose to weight them as such
4. Compensable factor degree definitions
5. The process the group went through to decide what degrees you assigned for each compensable factor for each job
6. Three completed job evaluation charts, which will include the job evaluation point total for each job.

Note: I recommend you put items 2 and 4 into charts like Table 6-10; sample anchors aren't required, but you are welcome to include them.

Part IV: Market Survey

To complete Part 4, you must collect data about how much other organizations pay their employees for comparable jobs. You must turn in the results of your salary surveys, as well as how you went about collecting the data. You may use any sources of data you want. You can use free data available from magazines, the library, salary information from employees in the industry or the Internet. You can collect your own data from local organizations, although be wary of the concerns that many organizations have in sharing pay data. You can use a combination of sources and/or techniques, but please pay attention to the quality of the data you collect. Ensure that it is relevant, collected well, and you can rely upon it with a fair degree of confidence.

No matter how you gather your salary information, document the following:

1. Why did you use the source/technique you used?
2. What did you do to collect the data? Be specific and list steps.
3. What did you find? Include printouts/websites of the actual data. Note: Please avoid complaining about the lack of available data. If you have difficulty finding data, then this is something you can discuss from a problem-solving point of view and provide your solutions to this set-back (how you went about dealing with this real-world challenge).

You must collect salary rates from at least 3 different sources for each job (e.g., 3 different organizations, 2 organizations and 1 published salary survey, 3 published salary surveys, etc.). Note that some organizations use the same data (e.g., Monster.com uses the data from other sources), so make sure that your sources are unique and are not duplicates.

Please annualize the salary information on a full time basis. For example if you collect an hourly salary for a part time position you need to multiple the hourly salary by 2,080 (number of hours worked if someone works 40 hours a week) to get an annual full time salary.

If you find salary information where they present a minimum, midpoint and maximum salary, use the midpoint salary.

Deliverables

? Narrative that includes:
1. Process you went through of finding salary data
2. Challenges you faced with finding salary data
3. The salaries you collected; I recommend you present this information in a chart
? Include printouts/websites of actual data












Part V: Pay Structure

To complete your pay structure, you must integrate the job evaluation points assigned to the jobs in Part 3 with the results of your salary survey in Part 4. Follow the steps below:

1. Generate a market pay line using regression analysis. Remember, a market pay line uses market data, not the salaries for the actual jobs you originally analyzed in the specific organization. You will be provided with the tools needed to generate the market pay line.
2. Develop pay grades and pay ranges
a. Pay Grades - Each of your jobs, your target job and your two anchor jobs, represent a pay grade. In reality there will be multiple jobs in your pay grades not just one. For example, with an Accountant I there may also be a Human Resources Assistant in the pay grade. Therefore you need to develop a range of job evaluation points for the pa grade the Accountant I is in. Using the example from the text, the Accountant I is worth 100 job evaluation points; so you could adopt a pay grade of 50-300 points for the pay grade the Accountant I is in; the 100 points for the Accountant I is within the pay grade of 50-300. The low end of your first pay grades can start at any number you chose; it doesn't have to start at 1. The high end of your last pay range should be no higher than 1,000. Your ranges should have no overlap; for example your first pay range could be 50-300, your second 301-700 and your third 701-1,000.
The pay grades are totally up to your discretion; just explain your rationale. You could use the one of the philosophies set forth in the text to help you decide (pg. 183 section entitled Step 3: Defining Pay Grades.) Again you will have three pay grades; one for each of your jobs.
b. Pay Ranges ??" You will start with the market pay line to develop pay ranges. The salaries that create your market pay line are typically the mid-points of your pay ranges. If you go with the market pay line you will be matching the market. You can chose to lead or lag the market as well. Please discuss what policy you will adopt and why. You will have 3 pay ranges that correspond to the 3 pay grades you developed above.
To calculate the minimum and maximums of your ranges you can use one of the two approaches used in the book. Do what your competitors are doing or use a range spread. (pg. 186).
For the Pay Grades and Ranges you do not have to plot them on the chart; simply communicate each of your pay grades and corresponding ranges (the minimum, maximum and midpoint).
3. Compare the salaries for the three peoples jobs you originally used in Part 3 (the pay of employees that hold the target and anchor jobs) to the pay ranges you created for their positions. Do they fall in the pay ranges you created? How will you handle it if they do not? Discuss how you might eventually get the person in the pay range. If you do not have this information, make a guess as to where you think they are being paid.

Deliverables

? Narrative that includes:
1. Your three pay grades and explanation of their development.
2. The pay ranges (minimum, midpoint and maximum) that are attached to the pay grades
a. Whether you chose to match (use the exact salaries from regression for your midpoint), lead (increase the salary from regression by a certain percent) or lag (increase the salary from regression by a certain percent) the market and why
b. How you calculated your minimums and maximums
3. Comparison of actual salaries as addressed in #3 above
? Regression analysis spreadsheet

Part VI: Incentive Plan

Create an individual incentive plan to motivate the job incumbent(s) in the target job and a group incentive that will motivate the job incumbents for all three jobs. Remember an incentive plan involves cash or stock. Be creative, but remember the goals and characteristics of an incentive plan. Discuss how it will work, why you designed it as you did, etc... Your don't have to incorporate detailed formulas; just picture yourself providing an overview of newly created incentive plans to employees.

Deliverables

? Narrative addressing above

Part VII: Summary

Your end result is not as detailed as a large-scale compensation plan that you would tend to find in practice. However, any change, whether big or small, tends to foster resistance among at least some of the stakeholders in the organization. In your summary please address the following areas regarding the entire compensation plan you created above:
Discuss how your recommended changes to the compensation system may impact others within and outside the organization, if at all (e.g., stockholders, managers, employees, society).
Outline a plan for implementation. Stay brief! Remember the importance of communication, perceptions of fairness, etc.

------------
Instructions for Regression Analysis (Excel 2007 and 2010/MHR 413)

These instructions will help you practice using the example from class, the Excel file entitled Sample Regression Results located on the Group Project folder in the Course Documents section of Blackboard.

1. Once you open the workbook, choose the worksheet entitled Sheet 1. Right click on the words "Sheet 1" and click delete. Then save the workbook under a new name like "Practice."

2. At the top of the screen, click on Data.
a. If you dont see Data Analysis as an option then:
For Excel 2007
Click on the Microsoft Office icon at the very top of left hand corner of the screen; then click Excel Options
For Excel 2010
Click on the File tab in the top left hand corner; then click on Options
b. Then click on Add-Ins.
c. Highlight Analysis ToolPak not Analysis ToolPak ??" VBA
d. At the bottom of the screen theres a drop down menu next to Manage. Be sure the Excel Add-ins is selected and then click Go.
e. A dialog box will pop up with a number of add-ins; select Analysis ToolPak and click Ok.
f. You will get a message that the feature is currently not install and it will ask you if you want to install it; click Yes. Data Analysis will appear under the Data tab; it will be the right most option on the tool bar.

3. Click Data Analysis

4. A window will appear that lists various analyses. Scroll down and click Regression. Click OK.

5. A new window will appear and you will see input and output options.
a. For Input Y Range enter the column of market data, including the label at the top. In the class example, you would choose from cell C1 to cell C36.
b. For Input X Range enter the column of job evaluation points. In the class example, you would choose D1 to D36.
c. Click labels box. This is telling the program that you included the data labels (e.g., Job Eval Points) in with the numerical data.
d. Under Residuals click the box next to Line Fit Plots.
e. Click OK.

6. A new worksheet will appear with your regression results.

7. Now you need to format your chart.
a. Orient your mouse over the chart and click. Small boxes will appear around the border of the chart.
b. Click on the box with words "Job Eval Points (X) Line Fit Plot" in it and simply delete it.
c. Click on the boxes and stretch out the chart where you see more numbers in the salary range.
d. If your chart does look like the sample one right click inside the chart and select Change Chart Type. Then select the first option next to the X Y (Scatter)
e. Left click on one of the Predicted Annual Salary data points in the chart and then right click. Click on Add Trendline; you will add a linear trend line. This is your Market Pay Line.
f. Left click on one of the "Predicted Annual Salary" data points in the chart and then right click. Click Add Data Labels. These are the salaries that created your Market Pay Line ??" they are what you should pay the three positions to be competitive with the market.
g. Left click on one of the "Predicted Annual Salary" data points in the chart and then right click. Click "Format Data Labels." Be sure the "X Value" and the "Y Value" boxes are checked. Then click on "Number" to the left. Select "Custom" from "Category." Copy and paste the following into the box that's titled "Format Code" #,##0;-#,##0. Then click "Add" next to the box.

8. Also expand the width of the cells on the chart with all of the regression statistics so you can them.

9. Now compare your "Practice" workbook with the one from Blackboard. Are the following items the same? If yes, then you got it!
a. Observations (to left where all the numbers are)
b. Y Intercept (to left where all the numbers are)
c. Job Evaluation Points (to left where all the numbers are)
d. Predicted Salaries (on the chart)

10. Now you're ready to do the same thing with your 3 positions and the 3 salaries you gathered for each of those positions.

Interview a job analyst or a compensation analyst (or appropriate HR staff member) to determine: (1) what type of job evaluation system is used at your place of employment, I chose the point evaluation method and (2) who conducts the evaluation. If your company is small and does not have a formal compensation department, you may contact a human resources department for a large employer in your area. (Note: Often, this is a function handled by a human resources department and line managers have very little involvement or knowledge of the process.) Prepare a summary of the interview.

Please follow the directions carefully and explicitly. Type the statement/question then provide the response immediatly thereafter.



Assignment #3 ? Leeper Lingerie Company

Read the following scenario.

Keith Hopson, compensation manager for Leeper Lingerie Company, was generally relaxed and good-natured. Although he was a no-nonsense, competent executive, Keith was one of the more popular managers in the company. This Friday morning, however, Keith was not his usual self. As chairperson of the company?s job evaluation committee, he had called a late-morning meeting at which several jobs were to be considered for reevaluation. The jobs had already been rated and assigned to pay grade 3. But the office manager, Dennis Long, was upset that one was not rated higher. To press the issue, Dennis had taken his case to two executives who were also members of the job evaluation committee. The two executives (production manager Bob Jones and general marketing manager Rita Trent) then requested that the job ratings be reviewed. Bob and Rita supported Dennis? side of the dispute and Keith was not looking forward to the confrontation that was almost certain to occur.

The controversial job was that of receptionist. Only one receptionist position existed in the company and Geneva Hayes held it. Geneva had been with the firm 12 years, longer than any of the committee members. She was extremely efficient and virtually all the executives in the company, including the president, had noticed and commented on her outstanding work. Bob Jones and Rita Trent were particularly pleased with Geneva because of the cordial manner in which she greeted and accommodated Leeper?s customers and vendors, who frequently visited the plant. They felt that Geneva projected a positive image of the company.

When the meeting began, Keith said, ?Good morning. I know that you?re busy, so let?s get the show on the road. We have several jobs to evaluate this morning and I suggest we begin?? Before he could finish his sentence, Bob interrupted. ?I suggest we start with Geneva.? Rita nodded in agreement. When Keith regained his composure, he quietly but firmly asserted, ?Bob, we are not here today to evaluate Geneva. Her supervisor does that at performance-appraisal time. We?re meeting to evaluate jobs based on job content. In order to do this fairly, with regard to other jobs in this company, we must leave personalities out of our evaluation.? Keith then proceeded to pass out copies of the receptionist job description to Bob and Rita, who were obviously very irritated.

Write a 4 page report that answers the following questions:

1. Do you think that Keith was justified in insisting that the job, not the person be evaluated? Explain you answer.

2. Do you believe that there is a maximum rate of pay for every job in the organization, regardless of how well the job is being performed? Justify your position.

3. Assume that Geneva is earning the maximum of the range for her pay grade and Leeper?s policy is that a salary increase cannot be given if it will cause an employee?s salary to be above the maximum of the range. In what ways could she obtain a salary increase?

4. If Geneva is earning the maximum of the range for her pay grade, how, other than a salary increase, could she be rewarded for her outstanding performance?

The format of the report is to be as follows:

?Typed, double spaced, Times New Roman font (size 12), one inch margins on all sides.
?Type the question followed by your answer to the question.

Multiple Chapter Questions

Human Resource Management 10th edition John Ivancevich


1. In your company who usually evaluates employees? Who should do so? Under what circumstances? List the criteria that should be used to evaluate employees. How often should formal performance evaluations take place? How about informal ones?


2. It is said that training in conducting performance evaluations is an important issue for organizations to consider, why? What should an organization do in order to help make sure that its performance eval system is legal? What is the role of job analysis in this process?


3. How would you go about deciding if a survey on pay that you wanted to purchase had the necessary characteristics to be useful to your organization? How does job evaluations help you build a pay structure?


4. What determines if employers are to pay out the pension benefits they have promised? If they can not what should be done for retirees who are left without their pension benefits?


5. Why is training an important requirement for organizations to undertake? In the future, do you think e-learning or online training will replace classroom training, Why?

6. How does one determine a career choice?


7. In John Holland's system, skills are divided into six clusters of families. Which cluster best describes you?


8. If you are a director of a company, how might you view the bargaining unit? How does the NLRB determine if a bargain is appropriate? Describe the current trends in union membership and union organizing?


9. Do you think a company can eliminate violence in the work place? Why? The substance abusing employee is said to be a serious problem at work. If it is true, how would you handle such a problem?


10. How would you deal with difficult employees if you are the HR manager? Examples are ineffective, alcoholic employees and employees who commit fraud? provide some examples you have experienced or seen and give comments on how you handled or would have handled them.

Keith Hopson, compensation manager for Leeper Lingerie Company, was generally relaxed and good-natured. Although he was a no-nonsense, competent executive, Keith was one of the more popular managers in the company. This Friday morning, however, Keith was not his usual self. As chairperson of the companys job evaluation committee, he had called a late-morning meeting at which several jobs were to be considered for reevaluation. The jobs had already been rated and assigned to pay grade 3. But the office manager, Dennis Long, was upset that one was not rated higher. To press the issue, Dennis had taken his case to two executives who were also members of the job evaluation committee. The two executives (production manager Bob Jones and general marketing manager Rita Trent) then requested that the job ratings be reviewed. Bob and Rita supported Dennis side of the dispute and Keith was not looking forward to the confrontation that was almost certain to occur.



The controversial job was that of receptionist. Only one receptionist position existed in the company and Geneva Hayes held it. Geneva had been with the firm 12 years, longer than any of the committee members. She was extremely efficient and virtually all the executives in the company, including the president, had noticed and commented on her outstanding work. Bob Jones and Rita Trent were particularly pleased with Geneva because of the cordial manner in which she greeted and accommodated Leepers customers and vendors, who frequently visited the plant. They felt that Geneva projected a positive image of the company.



When the meeting began, Keith said, Good morning. I know that youre busy, so lets get the show on the road. We have several jobs to evaluate this morning and I suggest we begin Before he could finish his sentence, Bob interrupted. I suggest we start with Geneva. Rita nodded in agreement. When Keith regained his composure, he quietly but firmly asserted, Bob, we are not here today to evaluate Geneva. Her supervisor does that at performance-appraisal time. Were meeting to evaluate jobs based on job content. In order to do this fairly, with regard to other jobs in this company, we must leave personalities out of our evaluation. Keith then proceeded to pass out copies of the receptionist job description to Bob and Rita, who were obviously very irritated.


Please answers these questions:

1. Do you think that Keith was justified in insisting that the job, not the person be evaluated? Explain you answer.

2. Do you believe that there is a maximum rate of pay for every job in the organization, regardless of how well the job is being performed? Justify your position.

3. Assume that Geneva is earning the maximum of the range for her pay grade and Leepers policy is that a salary increase cannot be given if it will cause an employees salary to be above the maximum of the range. In what ways could she obtain a salary increase?

4. If Geneva is earning the maximum of the range for her pay grade, how, other than a salary increase, could she be rewarded for her outstanding performance?

1.(10 points) What changes are occurring in the workforce relative to the kinds of work employees are performing?


2.(10 points) Discuss what is meant by the term exempt employee and the various exemption criteria established for identifying this group of workers.


3.(10 points) Briefly describe the three major classes of society and their seven subsets.


4.(10 points) Why is it necessary to perform a job analysis?


5.(10 points) What is meant by internal equity? What is the relationship between internal equity and job evaluation?


6.(10 points) Define a compensable factor and give a few examples.


7.(10 points) What is the role of a job evaluation committee in job evaluation and who should be included in the committee?


8.(5 points) Explain the reason for the trend towards broad generic job descriptions versus narrow specific job descriptions.


Textbook used for class:
Compensation Management in a Knowledge Based World, 10th ed., by Richard I. Henderson. ISBN #: 0-13-149479-1

Sears



Read the following scenario.



Having been in business for over 100 years, Sears has experienced highs and lows in organizational performance. In the past decade the firm has faced a dramatically changing retail environment from competitors such as Target, Wal-Mart, the Gap, and others. As a result, Sears was increasingly viewed by customers and analysts of the retail industry as lagging in its merchandising strategies.



Even the compensation system at Sears was viewed as traditional and paternalistic in nature because it emphasized rewarding employees primarily for their length of service. Also, most promotions were made internally, which created a more static organizational culture. The traditional pay structure at the firm contained many pay grades and was based on job evaluations to establish those grades. Its performance review system emphasized employee tenure and effort to a greater degree than performance results.



To respond to the competitive environment, the firms executives decided that Sears had to become more dynamic and able to change more quickly. One of the changes identified was that a new compensation system was needed. The restructured compensation system that was developed and implemented focused heavily on market value, using pay survey data that specifically matched job responsibilities. The greatest change was the development of career bands. These career bands grouped jobs together based on survey data and job responsibilities and resulted in fewer grades with wider ranges. The career bands represented a broadbanding approach that was based on benchmark jobs for which market pricing data were available. Jobs for which market data could not be found were analyzed using a job evaluation system.



Use of the career bands was designed to identify career paths for employees throughout the company and to better link compensation to all of the jobs. By having career bands, greater flexibility was provided for employees to be rewarded for both current performance and continuing career growth. To support this new compensation system, a revised performance management system was developed. This system used performance goals and measures more closely tied to business strategies and objectives. Important to implementing the new performance management system was managerial training. This training was needed so that the managers could use the new system effectively and to describe to employees the importance of performance and its link to compensation.



Implementation of the new compensation system required extensive communication. Newsletters were prepared for all managers explaining the new compensation system. Then departmental and store meetings were held with managers and employees to describe the new system. A number of printed materials and videos discussing the importance of the new compensation plan were prepared and utilized. A final part of communications was to prepare letters for individual employees that informed them about their job band and market pay range.



These questions need to be answered:

1. How do the Sears changes reflect a total rewards approach?

2. Discuss why Sears shift to a more performance-oriented compensation system had to be linked to market pricing.

3. Does using a job evaluation system for jobs that do not have market pricing data affect the relationship of these jobs to jobs that do have market pricing data? If so, explain how.

4. What should Sears do if the market pricing data for a specific job goes down from the previous year? Explain your answer.

I need short answers to the following 10 questions. I will provide a powerpoint presentation for reference material. Thank you.

1. What is the difference between direct and indirect financial compensation?
2. Pay for each individual in the United States is set relative to 3 groups. Name them and explain why each is important.
3. What is pay satisfaction? Why is it so difficult to measure it and to relate it to a compensation system?
4. Linking pay and productivity has been around since the days of the Babylonians. How much do we really know about the relationship?
5. What is the difference between equal pay and comparable worth? Why are these concepts so important?
6. In locating a new office that would employ about 300 employees how would compensation play a role in making the decision for where the new office should be located?
7. How would you go about deciding if a pay survey you want to buy had the necessary characteristics to be useful in your organization?
8. Define the pay-structure decision. What is job evaluation, and how does it help managers build a pay structure?
9. Do you believe that outsourcing is here to stay or is it a passing fad? Explain.
10. Define the term broad-banding. How does it relate to traditional job evaluation outcomes like pay ranges and classes?

Hypothetically, as a HR compensation professional faced with working for a large company (greater than 500 employees) or a small company (less than 100 employees). The nature of the business is your choice. You're tasked with making changes to your company's total compensation plan based on changes to your company's strategic plan. The strategic plan includes having its workforce reflect the diversity of the community in which it is located. Current census data reveals a significant shift in ehtnic, gender and age of available employees. The strategic plan also includes a 50% increase in the use of the automation and high tech systems that would reduce the work force by 25% over the next 5 years. Discuss your plan (decision-making process, objectives, procedures and considerations) to accomplish the task. You should include at least 10 compensation concepts cover in the text (Compensation-8th Edition, Milkovich & Newman). Concept examples include but are not limited to strategic plan, pay model, job analysis, job evaluation, benefit planning, performance appraisals, surveys, compliance, incentive plans, external and internal alignment. You may choose the type of business. You may focus on the task as a whole (as if you are the HR director) or expand on a specific element of the pay model (policy, techniques, or objectives) as if you are a HR professional (job analyst, benefits manager, training manager, or recruiter) who inputs to the overall plan.

You are to write a 1-page paper. Read the below Case Study and at the end of the case study you are to answer the discussion question. State the Question First and Then Continue to Answer It. **Do Not Use Outside Sources.**

The Comparable Worth Debate:

Twin Oaks Hospital is privately owned facility that serves Lexington, Colorado (population approximately 250,000). The 100 bed hospital has a staff of 350 employees, including over 200 nurses and 40 clerical and secretarial employees (an almost exclusively female group). In the last month, discontent concerning pay levels has been mounting among the hospital nurses and secretarial-clerical employees. Discontent was spurred by recent developments at the Lexington Memorial Hospital, a public facility. There are, the hospital administration agreed to demands by nurses and secretarial-clerical workers for a 5% pay increase. The administration further agreed to launch a job evaluation program that would evaluate the nursing and secretarial-clerical jobs on the basis of comparable worth. The administrator's pledge that the studys findings would be used as the basis for any further pays adjustments.
The administration's moves came after demonstrations by nurses and clerical-secretarial workers and buy a clear threat of unionization by the Union of America Nurses and the United Office Workers. Union organizers had held discussions with the nurses and office employees and had circulated the results of a comparable worth study.
David Hardy, director of personnel Twin Oaks, was acutely aware of the troubles burrowing at his hospital. He knew that union organizers were meeting with employees averaged reading the study flyer. Overall, Twin Oaks pay levels for its nurses and office staff were very similar to the levels at Lexington Memorial before the 5% increase. However, the levels were not competitive with compensation available in Denver, which is located about 100 miles north of Lexington. In the last week, Hardy had met with representatives of the two employee groups at their request. There, the spokeswoman made the request: added the media to 5% pay increase, the establishment of a job evaluation program based on the concept of comparable worth, and a pledge to base wage adjustments on the findings of the study.
Hardy informed James Bledsoe, a hospital director, of the employees requests: Bledsoe asked for a recommendation for action within three days. Before developing an action plan Hardy met with his two top aides (Janet Sawyer and Charles Cooper) for an initial, informal discussion of the situation. In Hardy's view, the key question focused on whether to evaluate the jobs on the basis of comparable worth.
I favor of launching the job evaluation program, said Janet Sawyer. Nationwide, there is a disturbingly large gap between the pay levels of predominantly male and female jobs. Consider that there is no difference in the media and education levels of men and women about 12.6 years. Yet with the same median amount of education, women on the average earn 40.8% of a man's median pay. If we take a close look at our compensation levels across jobs from the perspective of comparable worth, will probably find some pretty disturbing gaps of our own.
There is a growing precedent for comparable worth base pay adjustments, she continued. Over 30 states have comparable worth bills pending or commissions that are studying the issue. Minnesota has had comparable worth based policy for its employees since 1983, and several city governments have implemented the concept. That is president and the public sector, not private industry, said Charles Cooper I would favor a pay increase, perhaps 5%, to keep us competitive with Lexington Memorial. However, agreeing to a job evaluation based on comparable worth is opening the door to a very questionable and costly concept. I'm troubled by the concept of comparable worth three reasons, he continued. First, if you implement comparable worth, you do sure he our free market system. The market does discriminate, but on the basis of supply and demand, which accurately reflects a jobs worth. The market is blind to gender. I am not so sure about its visual shortcomings in that regard, said Janet.
I agree with the Janet that a sizable wage gap does exist, Charles continued. But according to some studies, much of that gap is not due to gender. For example, I've just read you a study by the US Labor Department that found over 50% of the gap between men's and women's pay is due to vocational training, the industry's that women choose, and geographically location the remaining gap could be due to sex discrimination, but frankly I'm not willing to destroy the free market system to find out.
Second, there is the issue of implementation, Charles said. Here, comparable worth floats in a sea of subjectivity. If we conduct the evaluation, we must evaluate all jobs in the hospital, not just the nurses, secretaries, and clerical workers. Doing so requires one evaluation system with one set of job factors. Which factors do we use? How do we weigh the factors in calculating a jobs worth? Few objectives guidelines exist for us to use. And suppose we did implement comparable worth, he continued. We might create internal pay faculty across our jobs but it would not address our needs to be extra newly competitive. For example, suppose we determine that to jobs very similar in worth, almost identical. Using comparable worth as a basis, we provide the same pay for both jobs. However, market wise we are paying far too much for one job and far too little for another job. How do we attract people for the underpaid positions? We end up with too many applicants for jobs already filled and not enough jobs that go unfilled.
Third, there is our primary concern costs. We won't know how much comparable worth will cost until we are into the evaluation program. However, given adjustments made in clerical and secretarial pay by government offices that have implement comparable worth, the cost should be hefty. Look at the estimated price tag for implementing comparable worth a nationwide over 150 billion. Business and society would pay the bill via inflation and lowered productivity. We conduct and effective job evaluation program other companies have done it, Janet countered. GE has overhauled its job evaluation methods to reflect concern about comparable worth. BankAmerica has also made some changes; it's incorporated job factors into predominantly female jobs that were not there before, such as physical demands for computer VDT operators and bank tellers. We could also talk with Lexington Memorial about how they plan to conduct their job evaluation program. I'd suggest that we develop a job evaluation plan that's tailor-made for our hospital, Janet continued. We could form a committee composed of six to 10 members with representatives from all functional areas. The committee would be charged with identifying the elements that should be considered in evaluating all jobs in the hospital. It would also determine weights for all factors. For some factors, such as knowledge and experience, accountability and judgment would be more difficult. But we can do it; others have done it. What about costs? David Hardy asked. Charles is right Janet replied. We won't really know until the year by a wish and task is complete. But as a very rough estimate, I'd say we would be raising the nursing and office workers pay by at least 10%, probably more. However, we can phase in the increase over a number of years, a bit at a time.
What happens if the evaluation determines that some male dominant jobs are overpaid? Asked Charles. Do we reduce our page while boosting the women's? Threat of unionization is a factor in regards to the nurses and clerical staff. What about the possibility of male employees humanizing because of pay cuts? Wed have to address that question, Janet replied. But given that most of our staff are women, overall our employees wouldbenefit from comparable worth. But over the long term, I'm not sure. It seems to me that if the concept is implemented nationwide, companies will have a higher wage bill with no increase in productivity. So they may pay the bill by reducing the number of jobs with the highest wage increases jobs that women hold. Many women may find themselves out of work. That might be, Janet said. However, that hasn't happened in countries like Australia and Great Britain that have actively closed much of the gender-based wage gap in recent years. We should take a good look at a pay increase, and perhaps even more than the 5% requested, Charles said. Stay away from comparable worth. For private business, it's uncharted and dangerous territory. This whole situation has raised questions in my mind about the fairness and validity of our page structure, Janet said. We may have problems. Let us look at it, and let us consider comparable worth. We may not be able to go with the 90 yards. How about the first step?

Discussion Question

1.From a Human Resource Manager perspective, what are the challenges of implementing comparable worth?

Consolidated Chicken Products



Sam Jones had looked forward to his new job at Consolidated Chicken Products. When he took the job as personnel director three months ago, it had all seemed so perfect. He never dreamed that he would face a decision that might cost him his job.



Sam Jones earned his B.A. in psychology from the University of Wisconsin and M.B.A. from Penn State University. After his graduation he took a job with Kelloggs in central Michigan. It was an entry-level personnel position, but the job-rotation management training allowed him to get his feet wet in a number of different areas of personnel: selection, compensation, training, and Equal Employment Opportunity.



After having rotated through the one-and-a-half-year training program, Sam decided to settle into the compensation area. For the next couple of years he was involved in all aspects of compensation. He had performed a number of job evaluations, but been integrally involved in designing the benefit package for the production workers, and had gained valuable experience in designing executive compensation packages. It was this experience that landed him the job as personnel director at Consolidated Chicken Products (CCP).



CCP was a family-managed and ??"owned firm that produced chicken products. John Birchwood, Sr., was the principal owner and chief executive officer of the company. His oldest son, John, Jr., was the president of the company, while his daughter Susan and youngest son, Brian, were in charge of the company newsletter and the processing plant respectively.



The company owned the farms on which the chickens were raised as well as the processing plant where they were slaughtered and packaged. The company was started by John, Sr., over 15 years ago, but the companys rapid growth did not begin until five years ago. Sales last year had been just over $20 million, which was a 20 percent increase over the year before. In addition, they expected another 20 percent increase for 1985. Although the sales were increasing, the return on investment was not. This was due to the companys strategy of keeping the price competitive. They felt that as the market would continue to grow, they could increase their sales through their low price. This strategy had also kept the company from being very cash rich. Most of the profits were funneled back into the plant in the form of new technology.



Two factors explained the growth in CCPs sales. First, the countrys newfound concern with health had increased the demand for chicken. Second, recent technological advances in the processing plant, combined with their utilization of low-priced labor, had enabled the company to maintain its low price strategy, which had paid off so far.



The work force was also growing, especially in the processing plant where there were now 120 employees. It was more the technological change, however, than the work force growth that necessitated bringing in a personnel director. The changing technology had also changed the content of some of the jobs, and the company felt that a compensative system needed to be developed. They were not interested in developing selection tests since most of the applicants were friends or relatives of the present employees. In addition, they saw little need for developing any selection systems since the labor market was very favorable from the companys standpoint. The unemployment level was about 10 percent.



The first month of work seemed very uneventful, as Sam was just learning to find his way around. It was not until the second month that he really began to get to work on the compensation system. As he studied the jobs, it appeared that they seemed to fall into three labor grades with about equal numbers of people in each grade. At the beginning of the third month, while in the process of performing the job evaluation, he discovered two very interesting issues. First, of the 100 production workers in the plant, 30 were female. All of the women were being paid about 60 percent as much as their male counterparts. For example, on one job, the man performing it was being paid $11.23 while the woman doing the exact same work was paid only $7.55. (See Table 1.)



The second issue dealt with the pay of the women in the office. When looking at the secretarial jobs (which were entirely staffed by women), the job evaluation showed the jobs to be worth 425 point. Although this was based on a separate job evaluation system that was only examining office jobs, under the plant system this point total would fall into the high range of plant labor grade 1. This labor grade had a pay range of $7.05 to $10.50 and yet the average pay for the secretaries was $7.15 with a high of $7.35. (See Table 2.)



He brought up the pay discrepancy between males and females to John, Sr. Fred seemed completely unconcerned. Oh, dont you worry about that, Sam. Heck, were paying them more than they could make anywhere else in this area. If you ask them, theyll tell you that theyre satisfied with their wages. In a way, Sam knew that John, Sr., was right. The unemployment rate in the area for women was about 25 percent, and even those who were employed usually worked for minimum age. With regard to the issue of the pay of the secretaries, John, Sr., said basically the same thing. He felt he was paying them more than a fair wage.



Sam was faced with a decision. It seemed that he had three options. First, he could let things go on like they were, and everyone would be happy but himself. Second, he could try to convince the company to change its practice, but he felt strongly that his would do no good. Finally, he could take the role of a whistle-blower by calling in the EEOC to investigate the situation.



TABLE 1

Results of Job Evaluation for Plant Jobs

Labor

Grade


Points


Pay Range


Average

Men


Average

Women

1


351-450


$7.05-10.50


$10.02


$7.05

2


451-550


$7.25-11.00


$10.57


$7.25

3


551-560


$7.55-11.75


$11.25


$7.50



TABLE 2

Results of Job Evaluation for Office Jobs

Labor

Grade


Points


Pay Range


Average

1


301-400


$6.65-7.15


$6.75

2


401-500


$6.85-7.35


$7.15




Please answers these questions:

1. Is there a reasonable basis for believing that the company is discriminating against women? If so, explain what it is and if not, explain why not.

2. Is there reason to believe that women could file an equal pay lawsuit? If so, explain the reason and if not, explain why not.

3. What additional information would be useful in determining the answer to question 2?

4. What would be the consequences of each of Sams options to all of the people involved (e.g., women, men in the plant, the company, his family)?

5. How has the companys strategy affected its human resource policies?

6. How should cultural norms affect compensation systems?

7. Should satisfaction with the pay be the only criterion for evaluating the compensation system? If yes, why should it be and if no, what other variables should be considered?

I need a company analysis paper built on the knowledge of team building. You can choose any company you would like. I would prefer you to stay away from the fast food industry if possible.
below are bullet points or an outline of subject matter from the textbook. you can use what is below as a guideline.

Chapter 3
Rewarding Teamwork: Compensation and Performance Appraisals
OVERVIEW

This chapter goes into detail about the options that team leaders and organizations have when it comes to rewarding teamwork. The instructor may want to focus only on performance appraisal methods (such as 360-degree feedback and peer feedback), and the biases that emerge. One suggestion is to have students role-play a situation in which a manager, or team leader, is evaluating team performance when not directly observing the team. Students in the class can be asked what information they would like to obtain; how they would obtain it; and then, once obtained, how it is acted upon. Ideally, the instructor could give students the opportunity to complete a 360-degree evaluation.
lecture outline

TYPES OF TEAM PAY (Exhibit 3-1)
Messages about team rewards and incentives
Pay is a communication device
Employees should understand how incentive systems work in their company
The incentive system should be comprehensive enough that people will feel fairly treated (Exhibit 3-2)
Four types of team pay:
Incentive pay
Base pay versus variable pay
Team performance versus individual performance
Rewarding behavior versus rewarding results
Drawbacks to team incentives
Recognition (Exhibit 3-3)
Cash and non-cash (Exhibit 3-4)
Issues with equal recognition
Team decision in distributing awards
Profit sharing
Internally distributed profits may be apportioned according to equality versus equity
Profit sharing bonuses put into retirement plans
Signals to employees that rewards are in balance across the organization
Inform about the organization?s financial health
Makes labor costs variable
Gainsharing
Historical base measurement period established
Only controllable costs are measured for the purpose of computing gain
The plan funds a bonus pool
Developed in coordination with the people it will affect
Typically more effective than profit sharing plans in influencing motivation and changing culture
TEAMS AND PAY FOR PERFORMANCE (Exhibit 3-5)
Lawler?s pay strategies according to the type of team
?Cooperative? versus ?competitive? reward structures
TEAM PERFORMANCE APPRAISAL
What is measured?
Job-based pay (Point factor approach to evaluating job description)
Salary levels
Organizations can determine what other companies are paying for similar skills
Skill-based pay
Employees paid only for the skills they have and are willing to use
Technical ladder
Accreditations
Competency-based pay
Focused on demonstrated competencies
Who does the measuring?
Single-source evaluations (by superiors, customers, peers, subordinates)
Multi-source evaluations (360-degree feedback method) (Exhibit 3-6)
Developing a 360-degree program in your company
No standard method
Things to think about before developing a 360-degree program? (Exhibit 3-7)
Prescriptions for legally defensible appraisal systems (Exhibit 3-8)
Team diagnostic survey by Wageman, Hackman, and Lehman
RATER BIAS
Inflation bias?empathetic buffering and fear of conflict
Extrinsic incentives bias?the false assumption that others? motives are less noble than one?s own
Homogeneity bias?rating higher those who are similar to oneself
Halo bias?perceiving more information about others in line with one?s initial opinion
Fundamental attribution error?perceiving people?s behaviors as reflecting their personality instead of situational factors
Communication medium?using direct communication yields better feedback than using indirect modes
Experience effect?training and practice can reduce error
Reciprocity bias?a social obligation to return favors
Bandwagon bias?holding the same opinion as the rest
Primacy and Recency bias?prevalence of the first or most recent impression of someone
Conflict of interest bias?corrupt advice because of a conflict of interest
RATEE BIAS
Egocentric bias?people give themselves greater credit than they do to others
Intrinsic interest?external reward may undermine intrinsic interest
Social comparison?making comparative rather than absolute performance judgments
Fairness?accepting the outcome if the procedure has been fair
Listening to advice?over or under weighting advice depending on the difficulty of the tasks
GUIDING PRINCIPLES
Goals should cover areas that team members can directly affect
Balance the mix of individual and team-based pay
Consult with team members who will be affected
Avoid organizational myopia
Determine eligibility (who qualifies for plan)
Determine equity method
Dollar amount
Percentage amount
Quantify the criteria used to determine payout
Financial measures
Operational measures
Determine how target levels of performance are established and updated
Raising the bar
Rolling average method
Develop a budget for the plan
Determine timing of measurements and payments
Communicate with those involved
Plan for the future

CHAPTER CAPSTONE
Many organizations promote and value teamwork, yet pay people based on individual accomplishments
Organizations that want team members to think of the team first and the individual second had better think seriously about performance evaluation and compensation
There are no easy answers; however, there are fundamental questions and choices to think about and choices for managers and organizations
Lawler advises paying the individual instead of the job, and asserts that pay for performance should focus on collective performance more than individual performance

Key Terms

360-degree or multi-rater feedback A peer-review procedure that involves getting feedback about an employee from all sides: top (supervisors), bottom (subordinates), suppliers, and end-user customers or clients

bandwagon bias The tendency for people in a group to agree with the choice they perceive the majority of group members to support

base pay How companies determine an individual?s base salary; an integration of internal equity (based on job evaluation) and external equity (based on market data)

communication medium bias The tendency for performance appraisers to give poor performing employees substantially higher ratings when they have to give face-to-face feedback as opposed to anonymous written feedback

conflict of interest bias A bias in which conflicts of interest can lead raters to give biased or corrupt performance appraisals

curse of knowledge Once a person receives advice or information, they find it difficult to take the perspective of someone who does not have knowledge of that information

cutthroat cooperation effect Refers to the difficulty teams have in moving from competitive to cooperative reward structures rather than vice versa

egocentric bias The tendency for people to blame others for their misfortunes and take credit for their own successes

experience effect A rater bias, related to employee appraisals, in which experienced appraisers tend to render higher-quality appraisals

extrinsic incentives bias A tendency for people to believe that others are driven by extrinsic interests (e.g., money or fame), and less driven by motivations that are intrinsic (e.g., fulfillment or passion)

fundamental attribution error An error that occurs when people attribute the behavior of others to underlying dispositions, and discount the role of situational factors

halo bias The tendency to believe that a person who has one good trait (e.g., physical attractiveness) has other good traits (e.g., job skills or personal warmth)

homogeneity bias The basic tendency for people to be attracted to those who are similar to themselves; also called the similarity-attraction effect


inflation bias Positively distorting messages when giving feedback to others because of empathetic buffering or fear of conflict

gainsharing A measurement of productivity combined with the calculation of a bonus; designed to offer employees a mutual share of any increases in total organizational productivity

primacy and recency bias The tendency for people?s judgments to be overly affected by the first piece of information they receive

profit-sharing A method of team pay wherein a portion of the bottom-line economic profits are given to employees (apportioned according to equality or equity)






reciprocity bias A rater bias in which a rater may feel a strong, social obligation to give a favorable appraisal in reaction to favorable treatment shown to them by the ratee



theory x manager A manager who believes that employees dislike work, wish to avoid responsibility, and desire security above all

theory y manager A manager who believes that employees like work, wish to develop their skills, and desire to participate in tasks that advance worthy organizational goals



variable pay
Chapter 2
Performance and Productivity: Team Performance Criteria and Threats to Productivity
OVERVIEW

This chapter is best discussed following a team exercise or case, so that students have an opportunity to reflect on the success of the team. One suggestion is to ask each student to write down a method by which to assess team productivity. The students? different responses can lead to a discussion of performance measures. Then, the instructor can ask what conditions need to be in place for teams to excel on the performance measures identified by the class. Finally, the instructor can move toward a discussion of how to design teamwork so that threats to performance are minimized. To the extent that students and the instructor can link these concepts to real experiences?a class exercise, a case discussion, or individual student analysis? the concepts will become clearer.
lecture outline
Team Performance criteria and threats to productivity
Need for a model that serves two purposes: (Exhibit 2-1)
Description?what to expect in terms of team performance
Prescription?ways to improve the functioning of teams
Integrated Model of Successful Team Performance
The context of the team influences three essential conditions for team success:
Expertise
Engagement
Execution

team context
It includes the larger organizational setting within which a team does its work, the design of a team in terms of internal functioning, and the culture of a team
The team leader must think not only about the internal functioning of the team, but also about the external functioning of the team in the following ways:
Organizational context?the basic structure of the organization, the information system, the education system, and the reward system
Team design?the leadership style within the team, functional roles, communication patterns, composition of the team, and training of members
Team culture
Prescriptive norms?what should be done
Proscriptive norms?what should be avoided
Goal contagion?form of norm setting in which people adopt a goal held by others

essential conditions for successful team performance
Expertise
For teams to perform effectively, teams need these crucial skills:
Conflict resolution
Collaborative problem solving
Communication
Goal setting and performance management
Planning and task coordination
Team member skills:
Technical
Interpersonal (emotional intelligence)
Decision-making
Problem-solving
Choking under pressure
Learning curves and expertise
Social facilitation versus social inhibition
Expertise
Practice and rehearsal
Flow: Optimal Performance (Exhibit 2-2)
Stress versus challenge
Engagement
Group potency
Motivation gains
The Kohler effect
Social loafing (Exhibit 2-3)
Free riding?main causes:
Diffusion of responsibility/deindividuation
Dispensability of effort/ reduced sense of self-efficacy
Sucker aversion
Suggestions for enhancing successful team performance:
Increase identifiability
Promote involvement (positive illusion bias)
Reward team members for their performance
Strengthen team cohesion
Increase personal responsibility
Use team charters
Provide team performance reviews and feedback
Maintain the ?right? staffing level
Execution
Practical steps to ensure successful execution:
Use single-digit teams
Have an agenda
Train team members together
Practice
Minimize links in communication
Set clear performance standards


performance Criteria (Exhibit 2-4)
Productivity
Cohesion
Learning
Integration (Exhibit 2-4)


the team performance equation
AP = PP + S ? T
AP = actual productivity
PP = potential productivity
Task demands
Resources
Team process
S = synergy
T = performance threats (process loss)


Chapter Capstone
Unless a team has a clear goal, it will be impossible to achieve success; however, having a clear goal in no way guarantees successful team performance
Managers want their teams to satisfy the end user or client, but also make sure that teamwork is satisfying and rewarding for the team members
If the team does not enjoy working together, sustaining long-term productivity will be impossible
Managing a team successfully must include managing and investing in individual members
A successful team is integrated with the larger organization
Success requires a combination of managing the internal dynamics of the team as well as the team?s relations with other teams within the larger organization
To ensure team success, a manager can adopt a proactive approach and undertake an analysis of the essential conditions affecting team performance
One of the biggest managerial shortcomings is a failure to account for threats to team performance

Key terms

choking under pressure The tendency for a person?s performance to decline when under performance pressure

cohesion The processes that keep members of a team united


culture The personality of a team

deindividuation A psychological state in which a person does not feel a sense of individual responsibility, and, as a result, does not feel as accountable to perform or contribute to a task or problem

description An interpretation of an event situation



equifinality A governing principle of teams that asserts a team can reach the same performance outcome from various initial conditions and by a variety of means

flow According to Csikszentmihalyi, flow is a psychological state between boredom with a task and intense pressure

free riders Team members who benefit from the efforts of others while contributing little or nothing themselves

goal contagion A form of norm setting in which people adopt a goal held by others


group potency The amount of confidence in combined group abilities, or a ?thinking we can? mentality that a group has about themselves



Kohler effect Motivational gains in which the less capable member works harder

norm A behavioral rule imposed on, and adhered to, by members of a group; a felt obligation, behavior, or attitude approved and expected by a group

performance threats Anything and everything that can go wrong in a team

positive illusion bias An unwarranted belief in one?s own superiority

prescription A recommendation on what to do to fix a situation

prescriptive norm A behavioral rule that dictates what situations and behaviors a group should adhere to or follow

process The steps taken by the team when attempting the task, and includes nonproductive and productive actions



proscriptive norm A behavioral rule that dictates what situations and behaviors a group should avoid

relational loss Occurs when an employee perceives that support is less available as team size increases. This leads to diminished motivation and lower performance

resources The relevant abilities, skills, and tools possessed by people attempting to perform a task

social facilitation The tendency for people to perform better when in the presence of others. (The presence of others facilitates behavior if the task is well learned, but debilitates behavior if the task is not well learned)

social inhibition The effect that occurs when people who are the center of attention are concerned with discrepancies between their performance and standards of excellence, and, therefore, perform less effectively

social loafing A form of motivation loss in which people in a group fail to contribute as much or work as hard as they would if they worked independently

social striving When the least capable member of a team feels particularly indispensable for group success, the team ends up working harder to achieve their goals

sucker aversion A phenomenon that results from group members? wariness of being taken advantage of or receiving little credit for their work; everyone in the group waits to see what others will do before contributing, which leads to a collective lack of effort

synergy Everything that can and does go better in a team compared with individuals working independently

task demands The requirements imposed on the team by the task itself, and the rules governing task performance

team context Includes the larger organizational context within which the group or team does its work, the design of the group in terms of its internal functioning, and the culture of the group

team performance equation A single equation for the manager to use when assessing team performance, represented by AP = PP + S ? T, where AP = actual productivity; PP = potential productivity; S = synergy; T = performance threats

You have been asked to look into a company's promotion policy. Maria, a person of Latino ancestry has filed a complaint that she was unfairly eliminated for consideration for a promotion because of her distinctive accent. She is a second generation native born American citizen with a graduate degree, has been with the company for ten years and in her current position for seven. Alex, the person who received the promotion is an Anglo, also has a graduate degree, but has less time either with the company or in the position. He is, however, considered to be an "up and comer" and has better job evaluations than Maria. Maria points out that she is not only the only Latino, she is the only person of color and the only woman in the department and that her lower evaluations reflect a built-in bias on the part of her White male supervisors. She also states that she was told by her supervisor that she was not being promoted because he feared that their clients would have trouble understanding her accent. She alleges that the company is engaging in discriminatory practices.

The company argues that Maria is a good employee but is often loud and aggressive in her approach to co-workers and supervisors and has had some problems with attendance and tardiness. She has been counseled twice by her supervisor for tardiness, and once for absence. Each time she gave family problems as reasons. She explained that in each case a family member needed help and it was her duty to be there for them. When the issue of accent was introduced, it was acknowledged that it was a major consideration but was not because of discrimination. Maria often spoke very rapidly and when she did, her accent made understanding difficult. The company alleges that the ability to communicate clearly was an essential component of the job in question. Evaluate the situation. Are there indications of structural or individual discrimination involved or prejudicial attitudes? Is there any indication that Maria was unfairly treated? Is the company within its rights to expect its employees who communicate directly with customers to speak in unaccented English? Regardless of your findings, come up with a plan to avoid this sort of thing from happening again.

Prepare a research paper that focuses on one of these scenarios, analyzing what happened, what the consequences either are or might be, and how the situation can be corrected and/or prevented in the future. These must be concrete suggestions that could actually be implemented rather than vague references or opinions. While the situations have been fictionalized, there have been actual situations that are very similar.

The Project should be six to eight pages in length, with an additional title page and reference page(s). The reference page should include a minimum of five different scholarly, academically-accepted books and/or journals used. Wikipedia is not a scholarly reference and is unacceptable as a reference! Do not use it!

In Personal Reflection Paper # 2, consider your present, or a previous employment in an organization, preferably a governmental agency. Discuss the equity theory in regard to a compensation system as the result of law and policy, labor markets, job evaluation and personal contribution. Assess and critique criteria for an ideal compensation system in the context of future trends, based on individual equity, and factors such as seniority pay, merit pay, skill pay and gain sharing.


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