Professional Documents
Culture Documents
Compensation: An Overview
Compensation
Deals
with every type of reward individuals receive in exchange for performing organizational tasks Major cost of doing business Chief reason why most individuals seek employment An exchange relationship
Financial Compensation
Direct Financial Compensation
Consists
of the pay an employee receives in the form of: wages salaries bonuses commissions
of all financial rewards not included in direct financial compensation i.e., benefits: pensions insurance paid time off
Objective of Compensation
To
create a system of rewards that is equitable to the employer and employee alike desired outcome is an employee who is:
The
Attracted
Adequate*
Equitable*
Incentiveproviding* Cost-effective
Secure Balanced
Labor Market
Economy
Government
Unions
wage differentials verging on the extreme Indian employees to foreign locations local (foreign) managers and workers
Moving
Employing Moving
Comparable Worth Attempts to prove that employers systematically discriminate by paying women less than their work is intrinsically worth, versus what they pay men who work in comparable (equally valuable) positions and to remedy this situation.
Organization Size
Labour Budget
10
set of attitudes and values that predisposes a person to act in a specific, goal-directed manner:
the the
11
Satisfaction refers to an employees liking for or dislike of the employers compensation package (including pay and benefits) Model the distinction between the amount employees receive and the amount they think others are receiving is the immediate cause of pay satisfaction or dissatisfaction
Lawlers
12
employees want and what they receive A discrepancy between a comparison outcome and what they get Past expectations of receiving more rewards Low expectations for the future A feeling of deserving or being entitled to more than they are getting A feeling that they are not personally responsible for poor results
13
indicate that if pay is tied to performance, the employee produces a higher quality and quantity of work key to making compensation systems more effective is to be sure that they are directly connected to expected behaviors
The
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Compensation Decisions (1 of 3)
Pay-Level
Examines
Decision
pay relative to employees working on similar jobs in other organizations Objective is to keep the organization competitive in the labour market Pay survey is the major tool used in this decision
15
Compensation Decisions (2 of 3)
Pay-Structure
Examines
Decision
pay relative to employees working on different jobs within the organization Involves setting a value on each job within the organization relative to all other jobs Job evaluation is the approach used
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Compensation Decisions (3 of 3)
Individual
Examines
Pay Determination
pay relative to employees working on the same job within the organization
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Pay-Level Strategies
High-Pay Strategy
Low-Pay Strategy
Comparable-Pay Strategy
Session#8 HRM PGDM2 PT (2007-2010 BATCH)
18
motivation and attitudes held by management The ethical and moral attitude of management The degree to which an organization can attract and retain personnel The organizations ability to pay
19
Pay Surveys
Techniques
a
and instruments used to collect data about compensation paid to employees in:
geographic area an industry an occupational group
Obtaining
valid, reliable information about pay is critical to creating a compensation system that supports corporate goals
20
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Summary (1 of 2)
The
objective of the compensation function is to create a system of rewards that is equitable to the employer and employee alike Compensation should be adequate, equitable, cost-effective, secure, incentive-providing, and acceptable to the employee The pay-structure decision involves comparing jobs within the organization to determine their relative worth
Session#8 HRM PGDM2 PT (2007-2010 BATCH)
22
Summary (2 of 2)
Determining
the worth of a job is difficult because it involves measurement and subjective decisions Using systematic job evaluation procedures is one way to determine net worth