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![Page 1: Reward Systems Intrinsic Rewards Status Growth Responsibility Extrinsic Rewards Non-financial (office, staff, title, etc.) Financial (direct and indirect.](https://reader035.fdocuments.net/reader035/viewer/2022062421/56649e4e5503460f94b452c1/html5/thumbnails/1.jpg)
Reward Systems
Intrinsic Rewards
Status Growth Responsibility
Extrinsic RewardsNon-financial (office, staff, title, etc.)
Financial (direct and indirect compensation)
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Financial Rewards:Indirect Compensation
Protection Programs
Examples: pensions, health coverage, life insurance, social welfare programs
Public Private
Mandatory versus VoluntaryContributory versus Non-contributory
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Financial Rewards:Indirect Compensation
Pay for Time Not Worked (at work and off work)
Examples: breaks, meal time, transit time, medical leave, military leave, education leave, vacation
Services and Perquisites General (Examples: financial services, counseling, dining discounts)
Limited (Examples: automobile, cellular phone, clothing allowance, gym membership)
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Financial Rewards:Direct Compensation
Base Pay
Incentives
Cost-of-Living Adjustments (COLAs)
Merit Pay
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Compensation SystemObjectives
External Competitiveness
Internal Equity
Legal Compliance
Motivational Soundness
Linkages to Performance
Cost Effectiveness
Culture Creating
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Total Comp Policy Planning:Key Issues
1. Degree of income protection and replacement to be provided for employees, for dependents and for retirees.2. Provisions (if any) to be made for income supplementation benefits.3. Relation of benefits to job level.4. Recognition for seniority.5. Recognition for performance or productivity.6. –Er’s responsibility for costs of –ee benefits, dependent benefits, and retiree benefits.
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7. Basis and use of external comparisons.8. Effect of union settlements on benefits for non- represented employees.9. Application of plans to –ees of acquired orgs.10. Coverage for part-time employees.11. Employee choice and plan flexibility.12. Responsibility for planning and managing the plans/programs.
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Compensation Laws & Regs
Wages Wage Controls
Payment Schedules Pay Increases
Overtime Incentive PayWage Adjustments (longevity, education, etc.)
Bonuses Contracts
Work Agreements Child Labor
Benefits
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Basic Compensation Markets
Blue Collar – “Labor”
Professional
Supervisory and Managerial
Entertainers and Athletes
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External Influences on Compensation
Supply of Labor Demand for Labor
Org Location Economic State
Competition Union Influence
Product/Service Demand
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Internal Influences onCompensation
Organization Size Willingness to Pay
Ability to Pay Tradition
Unionization Job Itself
Employer Prestige
Work Force Character
Desired Employee Quality
Ratio of Labor Costs to Total Costs
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Organizational Compensation System Requirements
Maximize ability to attract and retain qualified employees
Be within ability to pay
Allow organization to remain competitive
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Compensation Terminology
Wage versus Salary
Exempt versus Nonexempt
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Assigning Pay to Jobs
Job Pricing = placing a monetary value on the worth of a job to the organization
RULE: Each job is worth only so much to the organization
OPTIONS:1. Flat Rates2. Pay Ranges
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Pay Considerations
Prevailing wages and salaries
Collective bargaining
Economic realities
Worth of position/job
Worth of employee
Difficulty in filling job
Priority of work in organization
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Basic Compensation Decisions
Wage level decisions
compared to other organizations
Wage structure decisions
comparing job to job
Individual wage decisions
comparing individuals in same jobs
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Wage Level Decisions
Lead Competition
Match Competition
Lag Competition
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Wage Structure Decisions
System for assigning value to jobs within an organization
Ranking
Classification
Point/Factor
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Wage Structures
Rankings Each job in relation to other from most important to least
important
ClassificationJobs sorted by requirements, responsibilities
Point/FactorJobs evaluated and sorted by objectivefactors
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Ranking System
Job A - President
Job B – Vice President
Job C1 – Treasurer/CFO
Job C2 – Manager of Operations/COO
Job D – Sales Manager
Job E – Salesperson
Job F – Order Entry Clerk
Job G – Cleaning Crew Member
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Classification System
Grade Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
1 15,625 16,146 16,666 17,183 18,009 19,039 19,543
2 17,568 17,985 18,567 19,060 19,841 20,408 20,975
3 19,168 19,807 20,446 21,085 21,724 22,363 23,002
4 22,235 23,057 23,669 24,386 25,430 26,110 26,833
5 24,878 25,681 26,484 27,287 28,090 28,982 29,876
6 27,731 28,626 29,521 31,011 32,206 33,104 34,891
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Point/Factor Systems
Job A = 100Job B = 110 points Job C = 160 pointsJob D = 180 pointsJob E = 200 pointsJob F = 220 points
Job P = 430 points
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Pay Adjustments
Fixed Rate Increasesstep increases, flat dollar increases
Percentage Increases across the board, competitive percent
Incentives
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Levels of Incentives
Individual
Group
Company-wide
Executive
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Individual Incentive Plans
Piecework Payment
(Straight and Differential)
Standard Hour
Commissions
Bonuses
Skills-based Pay
Non-financial Awards
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Group Incentive Plans
Piece-rate Systems
Standard Hour Plans
Group Bonuses
Profit Sharing
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Company-wide Incentives
Profit Sharing(Cash Plan or Deferred Plan)
Gainsharing
Stock Ownership Plans (ESOP)
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Executive Incentives
Salaries
Stock Options
Long-term Incentive Plan Payouts
Directors’ Fees
Perquisites
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Executive Compensation
Organization
Salary
& Bonus
Long-term Comp
Company
Performance
Boeing 2,684,000 1,245,000 -128%
Tenet Healthcare 116,400,000 72,000,000 +63%
Dell Computer 82,300,000 37,500,000 -13.2%
Disney 14,500,000 48,000,000 -60%
Household Intl 5,000,000 41,300,000 -50%
GE 6,900,000 43,000,000 -39%
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Directors’ Fees
Board Member Compensation
Fees
Insurance
Travel
Stocks
Retirement contributions
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Board Fees
Bear Sterns Investments $150,000
PM Industries $ 85,000
Pepsico $ 78,000
American Express $ 67,500
Coca-cola $ 61,000
Georgia Pacific $ 53,000
Microsoft $ 42,000
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Perquisites
Memberships Company car/limoCorporate Travel Corporate Jet/YachtClothing Allowance Free ParkingDining Privileges No/low Cost Loans Memberships: Gym, Golf & Social Clubs Entertainment Expenses Season Tickets to Sporting Events Financial and Legal Counseling Education/seminar Funding Funding for Family Education
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Perquisites (Perks) continued
Kidnapping & Ransom Insurance & Services
Housing Allowance or Accommodations
Living Accommodations Away from Home
Company Credit Cards
Special Relocation Allowances
Spouse/family Travel
Golden Parachute/Severance Package
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Golden ParachuteIn effect if acquisition or forced to leave
Typical severance package:2-3 x annual salary and bonusaccelerated vesting of options
Example: Mattel CorporationPackage=5 years salary and bonuses = $26.4 mil
Purchase office furniture & equipment for $1.00 Forgiveness of $4.2mil personal loan
Forgiveness of $3mil home loan Cash of $3.31mil to cover taxes on loans Received $47mil, plus options
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Executive Pay Decisions
Daily Dilbert, 29 October, 2005
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HRM Crises of Finances:HRM Implications
BankruptciesAcquisitions and MergersScandals with officers/managersPrivate & Corporate LawsuitsGovernment investigations and chargesArrests and convictionsTragedies workplace accidents & illnesses travel accidents
work-related accidents EXAMPLE: Air France – Concorde/SST crash Union Carbide – Bophol, India, chemical spill
Merrill Lynch – 9/11 Twin Towers crashes
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Evaluation of IncentivesAttention getter?Understandable?Establishes culture through values?Improves communication?Pays when it should? (achievements versus failures)
Improves individual performance?Improves organizational performance?