Strategic Compensation Test 1

*intrinsic motivation*

skill variety
task variety
task significance
autonomy
feedback

skill
effort
responsibility
working conditions

employee's knowledge and skills generate productive human capital

base pay
cost of living adj
seniority pay
merit pay
incentive pay
pay for knowledge
skill based

Job Analysis: describes content or job duties, worker requirements, and job context
Job Evaluation: recognize differences n the relative worth among a set of jobs

Strategic Analysis: examine external market and internal factors
Compensation Survey: analyze competitor's comp data

*recognize individual contributions*
- pay structure: pay rate differences for jobs of unequal worth
- pay grade: structural features of pay systems. clumped in based on compensable factors and value
- pay range: max , min, and midpoint pay rates

the extent to which people accept a hierarchical system or power structure in companies

personal independence v. group membership

how does a society deal with risk and instability?

masculine or feminine values.

masculine: possessions
feminine: caring, nuturing behavior

effeciency
decision making flows downward

less beaurocratic
adaptive, high involvement org structure

require compensation rewards for collective behavior

market- competitive pay systems
low discresionary benefits

have large, well developed internal labor markets
pay for knowledge and skill based pay programs

differentiation strategy

describes disparate treatement and disparate impact

based on: race, color, sex, national origin, religion

intentional discrimination

unintentional discrimination
4/5 rule

allows employees to charge employers with title vii violations regarding pay only when the employer has violated the equal pay act of 1963

ammendment to title vii

prevents discrimination against pregnant women for all employment practices

reversed atonio v. wards cove packing co., lorance v. at and t, and boureslan v. aramco

employers must show that the challenged employment practice is a business necessity

ruled that plaintiffs must indicate which employment practice created disparate impact and demonstrate how the employment practice created it

overturned by cra of 1991

ruled that federal job discrim laws do not apply to us citizens working for us comps in foreign companies

overturned by cra of 1991

requires contractors w/ gov contracts worth more than $50000 /year and 50 + employees to develop aa plans

protects workers age 40+ from discrimination

1900 ammendment to the ADEA: placed restrictions on employer benefit practices. under particular circumstances, employers can require older workers to pay more for health care insurance than younger employees

equal benefit or equal cost principle: employers must offer benefits to older workers than are equal to or more than the benefits given to younger workers with one exception. The OWBPA does not require employers to provide equal or more benefits to older workers when the costs to do so are greater than for younger workers

prohibits discrimination against individuals with mental or physical disabilities

title 1: requires employers to provide "reasonable accomodation" to disabled employees

provides employees with job protection in cases of family or medical

defines the term hours worked as it appears in the FLSA

Min Wage
Overtime pay
Child labor laws

fed gov requires employers to enter into good-faith negotiations with workers over the term of employment

seniority stops at the top of the pay grade-- assumes person will move to next grade
longevity assumes they will not move into the next one

seniority, etc

just for breathing

reliability
validity
practicality
standardization
discrimination (free)

1) conduct job analysis to determine characteristics necessary for job performance
2) incorporate the characteristics into a rating instrument
3) Train supervisors to use the rating instrument properly
4) formal appeal mechanisms and reivew of ratings by upper level personnel help to make practices more accurate

development
admin decision making

ex: 360 degree more reliable

avoid contamination/ deficiency

contamination: over praise, etc
deficiency: does not address effective job performancet

accepted by users

consistent

ranking
- paired comparison
- dividual ranking
- group ranking (forced distribution)

- trait rating scale
- bars/bos - behavior
- mbo- goals

superviors
peers
managers

must:
understand job
no biased
can observe behavior