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1. Human Resource Management TENTH EDITON Compensation Strategies and Practices © 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation by Charlie Cook Chapter 12 SECTION 4 Compensating Human Resources Robert L. Mathis  John H. Jackson

6. Components of A Compensation Program Figure 12 –1

7. Direct Compensation

8. Typical Division of HR Responsibilities: Compensation Figure 12 –2

9. Continuum of Compensation Philosophies Figure 12 –3

10. Compensation Approaches Figure 12 –4

11. Compensation Quartile Strategies Figure 12 –5

12. Decisions About Compensation Levels

13. Competency-Based Pay Maintenance of Competencies Limitations (How many?) Pricing Competencies Training Competency-Based Pay Systems KBP/SBP

14. Competency-Based Systems Outcomes Figure 12 –6

15. Individual vs. Team Rewards Distribute variable rewards at the team level Make system simple and understandable. Using Team-Based Reward Systems Use skill-based pay for the base. Use variable pay based on business entity performance Maintain a high degree of employee involvement

16. Perceptions of Pay Fairness

17. Equity Considerations in Compensation Figure 12 –7

18. Fair Labor Standards Act (FSLA) of 1938 Provisions of the Act Minimum wage requirement sets wage floor Child labor (under 14 years old) is prohibited Requires overtime payments for non-exempt employees Exempts highly-paid computer workers Requires overtime (1 ½) pay for hours over 40 hours Requires compensatory time at overtime (1 ½) pay rates

19. Wage/Hour Status Under Fair Labor Standards Act Figure 12 –8a

20. Wage/Hour Status Under Fair Labor Standards Act Figure 12 –8b

21. Wage/Hour Status Under Fair Labor Standards Act Figure 12 –8c

22. The IRS Test for Employees and Independent Contractors Figure 12 –9 Source: U.S. Internal Revenue Service.

25. Compensation Administration Process Figure 12 –10

27. Job Evaluation Factor Comparison Ranking Classification Point Method Job Evaluation Methods

28. Job Evaluation Point Chart Figure 12 –11

29. Legal Issues and Job Evaluation Job Evaluation Americans with Disabilities Act Job evaluations may not identify job functions related to physical demands as essential Gender Issues Traditional job evaluations place less weight on knowledge, skills, and working conditions for female-dominated jobs

30. Developing Pay Surveys Select Employers with Comparable Jobs Determine Jobs to be Surveyed Decide What Information Is Needed Conduct Survey

32. Establishing Pay Structures Figure 12 –12

34. Traditional Pay Structure vs. Broadbanding Figure 12 –13

35. Pay Scattergram Figure 12 –14

36. Typical Pay Range Widths Figure 12 –15

37. Example of Pay Grades and Pay Ranges Figure 12 –16

41. Pay Adjustment Matrix Figure 12 –17