Chapter One Compensation: A Component of Human Resource Systems.
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Transcript of Chapter One Compensation: A Component of Human Resource Systems.
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Chapter One
Compensation: A Component of Human Resource Systems
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Evolution and Types of Pay
Past trend Present trend
Fixed Variable
Job-Based Person-based
Transactional (cash) + Relational (benefits)
Pay-for-seniority Pay-for-performance
Cost-of-living (COLA) raises Merit raises
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Salary Equity
Internal equity: is your salary fair as compared to others in the organization?» Job evaluation» Merit-based pay
External equity: is your salary fair as compared to the typical salary in your profession?» Market wage surveys» Benchmark job comparisons
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Table 1-1
Elements of Core Compensation
Base Pay» Hourly pay» Annual salary
How Base Pay is Adjusted Over Time» Cost-of-living adjustments» Seniority pay» Merit pay» Incentive pay» Pay-for-knowledge and skill-based pay
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Table 1-2
Elements of Fringe Compensation (1 of 3)
Social Security Act of 1935» Unemployment insurance» Retirement insurance» Benefits for dependents» Disability benefits» Medicare
State compulsory disability laws (Workers’ Compensation)
Family and Medical Leave Act of 1993 (12 weeks of annual unpaid leave)
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Table 1-2
Elements of Fringe Compensation (2 of 3)
Discretionary Benefits» Protection Programs
– Income protection programs– Health protection programs
» Pay for time-not-worked– Holidays– Vacation– Sick leave– Personal leave– Jury duty– Funeral leave– Military leave– Cleanup, preparation, travel time
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Table 1-2
Elements of Fringe Compensation (3 of 3)
Discretionary Benefits (cont.)» Services
– Employee assistance programs (EAPs)– Family assistance programs– Tuition reimbursement– Transportation services– Outplacement assistance– Wellness programs
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Figure 1-2
Relationship Between Strategic and Tactical Decisions
• Competitive strategy• Human resource strategy• Compensation strategy
StrategicStrategicDecisionsDecisions
• Recruitment• Selection• Performance appraisal
• Compensation• Training
• Seniority pay• Merit pay• Incentive pay• Pay-for-knowledge• Discretionary benefits options
• Skill-based pay• Broadbanding• Two-tier pay
structures
GeneralGeneralTacticalTacticalHRHRDecisionsDecisions
SpecificSpecificTacticalTacticalHRHRDecisionsDecisions(Comp.(Comp.Examples)Examples)
General
Specific
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Table 1-4
Laws That Influence Compensation (1 of 3)
Income Continuity, Safety, and Work Hours» Minimum wage laws—Fair Labor Standards Act of 1938
– Minimum wage– Overtime provisions
Portal-to-Portal Act of 1947 Equal Pay Act of 1963
– Child labor provisions
» Work Hours and Safety Standards Act of 1962» McNamara-O’Hara Service Contract Act of 1965
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Table 1-4
Laws That Influence Compensation (2 of 3)
Pay Discrimination» Equal Pay Act of 1963» Civil Rights Act of 1964, Title VII» Bennett Amendment (1694)» Executive Order 11246 (1965)» Age Discrimination in Employment Act of 1967
(amended in 1978, 1986 1990)» Executive Order 11141 (1964)» Civil Rights Act of 1991
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Table 1-4
Laws That Influence Compensation (3 of 3)
Accommodating Disabilities and Family Needs» Pregnancy Discrimination Act of 1978» Americans with Disabilities Act of 1990» Family and Medical Leave Act of 1993
Prevailing Wage Laws» Davis-Bacon Act of 1931» Walsh-Healey Public Contracts Act of 1936
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Motivation Theories
What is Motivation?
Motivation has to do with “WILL DO” rather than “CAN DO” performance; “CAN DO” performance is ensured through other HR systems, such as SELECTION and TRAINING. Motivation involves three elements (Steers & Porters, 1975):
direction or the choice of a particular course of action effort or intensity through which the action is pursued persistence or the extent to which one maintains and
perseveres on the course of action chosen.
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Intrinsic vs. Extrinsic Compensation (or relational
vs. transactional returns)
“People work for love or for money. Few of us ever seem to get enough of either.”Jack Falvey, Wall Street Journal, 12/6/82
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Intrinsic vs. Extrinsic Motivation
Intrinsic: psychological states that result from performing the job
Extrinsic: monetary and nonmonetary rewards that result from performing the job.
Job Intrinsic ExtrinsicPre-k teacher
Poet
Systems analyst
Quality Inspector
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» Extrinsic theories argue that external factors (e.g., salary, social status) keep individuals motivated.
» Intrinsic theories maintain that the manner in which individuals perceive and process their world, rather than the objective world per se, provides a better explanation of people’s motivation.
Management implications?
Pay attention to people’s perceptions and attributions (e.g., perceptions of procedural vs. distributive justice)
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6-6
Maslow’s Hierarchy of Needs
Physiological Safety and Security Affiliation Esteem Self-Actualization
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6-7
Herzberg’s Two-Factor Motivation-Hygiene Theory
Dis
satis
fact
ion
Hi
Lo
Lo
Hi
Hygiene Factors»Company policy and administration»Supervision»Relationship with supervisor»Work conditions»Salary»Relationships with peers»Security
Motivation Factors» Achievement» Recognition» Interesting work» Responsibility» Advancement» Growth
Sa t
i sf a
ctio
n
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Motivation Theories
Needs-Satisfaction Theory
David McClelland’s Learned Needs (trainable): Need for Achievement (nAch) Need for Power Need for Affiliation
Idea of Person-Job-Organization “FIT”
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McClelland’s Needs-Satisfaction Theory
1. It is important for me to accomplish many things in life. 1 2 3 4 5
2. It is important for me to have many friends. 1 2 3 4 5
3. I like to be better than others. 1 2 3 4 5
4. I like to have the upper hand in a relationship. 1 2 3 4 5
5. I feel hurt when people don’t like me. 1 2 3 4 5
6. I always try to get an A in every class. 1 2 3 4 5
7. Failure greatly upsets me. 1 2 3 4 5
8. Family is very important to me. 1 2 3 4 5
9. I enjoy being in charge of other people. 1 2 3 4 5
10. I hate to be alone. 1 2 3 4 5
11. I resent being told what to do. 1 2 3 4 5
12. Awards are important to me. 1 2 3 4 5
Not true True
nAch nAff nPow
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Motivation Theories
Vroom’s Expectancy Theory
Expectancy: belief that effort will result in the target behavior» Can be increased through skill-based pay.
Instrumentality: belief that behavior will result in valued outcomes.» Can be increased by linking pay to controllable
aspects of behavior. Valence: anticipated value from such outcomes..
» Can be increased by identifying valued outcomes.
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6-10
Reinforcement TheoryPrinciples:
Giving a reward/reinforcer increases the likelihood a behavior will be repeated
Ignoring behavior increases the likelihood that it will not be repeated
Punishment usually puts an immediate end to a behavior but does not guarantee it will stop in the long run
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Behavioral Reinforcement Process
identify and measure the target behavior: sales, absenteeism, tardiness.
choose a reinforcement principle: +/- reinforcement, punishment. What will be the reinforcer?
decide how often the effect will be administered: ratio or interval.
choose a fixed or a variable schedule of reinforcement
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Behavioral ReinforcementTarget problem behavior (e.g.,
sales, “blue Monday” absenteeism, tardiness)
Describe type of reinforcement
Describe how will they earn the reinforcement (what do they need to do)
Describe when and how will the reinforcement be administered (timing, frequency, etc.)
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Job Satisfaction vs. Motivation
Job satisfaction is an ATTITUDE
cognitive component: what the individual thinks about the “object” of the attitude (e.g., desirability).emotional component: feelings and emotions towards the object.
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Consequences of Job Dissatisfaction
Job dissatisfactionIntent to quit Turnover
Organizational Citizenship behavior
Absenteeism
Tardiness
Task performance
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Figure 1-1
The Influence of Core Job Characteristics on Intrinsic Compensation and Subsequent
Benefits to Employers
Skill varietyTask identityTask significance
Core JobCore JobCharacteristicsCharacteristics
Autonomy
Feedback
Experienced meaningfulness of the work
Critical PsychologicalCritical PsychologicalStateState
Lower turnover
Lower absenteeism
Enhanced job performance
Greater job satisfaction
Benefit to Benefit to EmployersEmployers
Experienced responsibility for work outcomes
Gained knowledge of results from work activities
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The Job Satisfaction Wheel
Job satisfaction
personality
social support
wo
rkin
g
con
diti
ons
control & autonomy
rolejob characteristics
pay
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The Job Satisfaction Wheel
Personality: extent to which one’s personality (conscientiousness, extraversion, emotional stability, openness to experience, agreeableness) fit the job.
Control: amount of perceived control over the job. Role: ambiguity and conflict inherent in one’s job
responsibilities. Job characteristics: complexity, demands of the job. Working conditions: convenience, physical comfort,
travel, schedule. Support: from family, coworkers, supervisor,
subordinates. Pay: compensation & benefits.
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The Job Satisfaction WheelIdentify an individual who is (or used to be) either very dissatisfied or very satisfied with his/her job. Assign a percentage to each factor in the job satisfaction wheel according to its importance in explaining this individual’s dissatisfaction (or satisfaction) with his/her job.
Factor %Personality
Pay
Control
Role
Job characteristics
Working conditions
Social Support
TOTAL 100%
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Katz and Khan’s model of traditional skill progression into management jobs
technical
administrative
peopleCor
pora
te la
dder
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Business trend
Skill changes
Flat Structures
E-commerce
Globalization
Discussion Question 1-1
Think about how the emerging business trends listed below will change Katz & Khan’s model of skill requirements. Identify other on-going business trends and their possible impact on skill changes.