MOS 1021 HR Chapter 3 Notes.docx

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 1021A/B
Professor
Maria Ferraro
Semester
Fall

Description
Chapter 3: Developing People in the Organization Introduction  Payment is a major consideration in HRM because it provides employees with a tangible reward for their services, as well as a source of recognition and livelihood.  It is a big issue for the organizations as well, with compensation equalling to 20% of total expenditure in manufacturing firms and up to 80% in service firms.  Total compensation (total rewards approach): Direct compensation + indirect compensation  Direct compensation: Employee wages, incentives, bonuses, and commissions  Indirect compensation: Benefits such as dental plans and life insurances supplied by employer  Though the company sets guidelines about how much each position is worth, the manager has the responsibility to implement those guidelines, and therefore must have understanding of compensation and its link to success.  HR personnel may be responsible for gathering compensation information and developing approaches. Reward as Part of the Company Strategy  Companies structure compensation in a way that enhances employee motivation and growth while aligning the employees’ efforts with the objectives, philosophies, and culture of the organization.  Companies that make a reward strategy (that takes into consideration what employees see as important in the reward equation) part of the overall motivation framework have higher organizational performance.  Employers have adopted pay strategies to attract applicants and employees with scarce skills. 95% of companies expect to continue with their variable pay plan as part of their overall retention strategy.  High pay can allow organizations to raise selection standards, and in turn reduce training costs. Therefore, organizations should ensure it has systematic ways of managing compensation related to performance.  Total rewards is a broad set of elements that include tangible rewards (pay, benefit) but also other factors including career development, work culture, work-life balance, and peer recognition program.  Compensation & Organizational objectives: o Compensations have been revolutionized by domestic and international competition, increased skill requirements and new technology. Managers have now switched from paying for a specific position to rewarding employees on a basis of their individual or group contribution to organizational success. o Employees would find ways of rewarding themselves if they felt that their employers were not. o Some corporations establish goals to align their objectives with the compensation program. Including:  To reward employees’ past performance.  To remain competitive in the labour market.  To maintain salary equity among employees.  To mesh employees’ future performance with organizational goals.  To control the compensation budget.  To retain key staff. o Pay-for-performance standard (Pg 73 chart):  Standard by which managers tie compensation to employee effort and performance  Includes merit-based pay, bonuses, salary commissions, jobs and pay bandings, team incentives, and gain sharing of program  There must be a difference between the pay of average performers and outstanding ones.  The size of monetary increase and its value to the employees to the employees is critical, as the program will lose its value if pay increases causes a rise in the cost of living. o Equity: Anything of value earned through the investment of something of value.  Equity theory: Motivation theory that explains how employees respond to situations in which they feel they have received less (or more) than they deserve.  Equitable: Pay is equitable when the compensation given is perceived to be equal to the value of the work performed.--  Pay has a direct bearing on the standard of living, status and recognition they may be able to achieve on and off the job, and so pay must be equitable in relation to employee contributions.  If the ratio of the inputs to the outcome is equal, employees perceive the situation as equitable.  If it is inequitable relative to others, there is motivation to reduce the inequity o Basis for compensation:  Hourly work: Work paid on an hourly basis  Piecework: Work paid according to the number of units produced  Hourly work is much more prevalent than piecework as a basis for compensating employees. Determining Compensations  Internal factors: o Compensation strategy  Organizations state objectives regarding compensation for their employees.  One company may wish to pay (fairly and) at the market average, while another may want to attract and retain high-calibre staff  Policy setting reflects:  Internal wage relationship among jobs and skill levels  External competition or an employer’s pay position relative to competitors’  Policy of rewarding employee performance  Administrative decisions concerning elements of the pay system. o Worth of job  Organizations without formal compensation program generally base the worth of jobs on the subjective opinion of people familiar with the job.  Organizations with formal compensation programs rely on a program of job evaluation to aid the determination of rates.  Job evaluation: Systematic process of determining the relative worth of jobs to establish which jobs should be paid more than others within an organization (then in the industry)  Measured in level of skill, effort, responsibility, and working condition o Employee’s relative worth  Superior performance can be merited with promotion, incentive systems, or merits.  Managers sometimes compare performance of one employee to others.  A visible and credible relationship and raises must be created, but too many merit systems provide for raises to be granted automatically. o Employer’s ability to pay  In the public sector, compensation is limited by funds budgeted for this purpose and by willingness of taxpayers to provide this.  In the private sector, profits, other financial resources, economic condition, and competition available limit pay levels.  External factors: o Conditions of the labour market  Due to the recession, many companies have:  Differentiated between average and high performers when making compensation  Reduced bonus  Created unpaid vacations  Managed workforce costs through a combination of hiring freezes and terminations. o Cost of living  Consumer price index (CPI): Measure of the average change in price over time in a fixed market basket of goods and services. Based on food, clothing, shelter, fuel, transportation fares, medical services, and price of other goods necessary for survival.  Using the CPI to determine changes in pay also compress pay rates within a structure,
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