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Compensation Strategies and Practices
Compensation Strategies and Practices
Compensation Strategies and Practices
Learning Objectives
After you have read this chapter, you should be able to:
Identify two general types of compensation and the components of each. Give examples of two different compensation philosophies in organizations. Discuss four strategic compensation design issues. Describe three considerations affecting perceptions of pay fairness.
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Compensation Systems
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Nature of Compensation
Types of Rewards
Intrinsic
Intangible, psychological and social effects of compensation
Extrinsic
Tangible, monetary and nonmonetary effects of compensation
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Figure 121
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Direct Compensation
Compensation Type
Base Pay The basic monetary compensation that an employee receives, usually as a wage or salary. Payments calculated on the amount of time worked. Consistent payments made each period regardless of the number of hours worked in the period. Compensation linked to individual, team, or organizational performance. An indirect reward given to an employee or group of employees as a part of organizational membership.
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Wages Salary
Figure 122
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Figure 123
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Compensation Approaches
Figure 124
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Figure 125
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Competency-Based Pay
Pricing Competencies
Training
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Figure 126
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Procedural Justice
Figure 127
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Figure 129
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Job Evaluation
Job Evaluation
The systematic determination of the relative worth of jobs within an organization.
Benchmark Job
A job found in many organizations and performed by several individuals who have similar duties that are relatively stable and require similar KSAs.
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Job Evaluation
Ranking
Classification
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Conduct Survey
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Pay Structures
Market Line
The line on a graph showing the relationship between the job value, as determined by job evaluation points, and pay survey rates.
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Figure 1212
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Pay Grades
A grouping of individual jobs having approximately the same job worth.
Broadbanding
The practice of using fewer pay grades having broader pay ranges that in traditional systems. Benefits
Encourages horizontal movement of employees Is consistent with trend towards flatter organizations Creates a more flexible organization Encourages competency development Emphasizes career development
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Pay Scattergram
Figure 1214
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Figure 1215
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Figure 1216
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Green-Circled Employees
An incumbent who is paid below the range set for the job.
Pay Compression
A situation in which pay differences among individuals with different levels of experience and performance in the organization becomes small.
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Seniority
Time spent in an organization or on a particular job. Used to determine eligibility for organizational rewards and benefits.
Maturity Curve
A curve that depicts the relationship between experience and pay rates. Assumption is that as experience increases, proficiency and performance increase.
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Figure 1217
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Compa-Ratio Example
Compa-ratio
The pay level divided by the midpoint of the pay range.
Employee R $16.50 (current pay) 100 Compa - ratio 110 15.00 (midpoint)
Employee J
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