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HR 434 Compensation Management
Brenamen, Richard A.


Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.

Course

HR 434 Compensation Management

Semester

U1G 2008 GRX

Faculty

Brenamen, Richard A.

Title

Senior Human Resource Instructor

Daytime Phone

701-343-2651

E-Mail

richard.brenamen@park.edu

rickmary@polarcomm.com

Semester Dates

2 June - 27 July 2008

Class Days

Ae Agreed Upom (Individual Instruction)

Class Time

1 1/2 Hours Per Week

Prerequisites

AC 202 & HR 353

Credit Hours

3


Textbook:
Compensation Management, 9th Ed. 2003: By Henderson, Prentice-Hall

Additional Resources:

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.


Course Description:
A study of compensation theories, policies, systems and practices with emphasis on the design of effective compensation programs. The course views compensation basically from the employer's point of view. 3:0:3. Prerequisite: AC202 and HR 353

Educational Philosophy:
My educational philosophy is to encourage each student to gain an insight into the workings of today’s business settings. Also to give the student an opportunity to research these organizations using the internet printed material and the text to obtain necessary information to make a practical application of the material.

Learning Outcomes:
  Core Learning Outcomes

  1. Identify three key processes and systems in the compensation management field.
  2. Describe three current, Compensation Management issues
  3. Identify the differences between direct and indirect compensation and define each of the direct and indirect forms of compensation described in the text.
  4. Apply the Key Steps to Formulate a Total Compensation Strategy.
  5. Identify the dimensions that comprise a pay structure and factors that influence the structure.
  6. Explain the differences between job-based, knowledge-based and competency-based pay structure.
  7. Describe the legally required benefits by employee class.


Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:
The learning assessment will be through the use of examinations, quizzes, papers, projects and presentations

Grading:
GRADING PLAN: Mid-Term Exam 100 points Final Exam 150 Points Paper 100 points Article and Presentation 100 points Total 450 Points 450- 400 -- A 399-350 -- B 349-300 -- C 299-250 -- D Below 250 -- F

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Dean of the School of Business and Management.

Late Submission of Course Materials:
Late assignments will only be accepted due to exceptional circumstances, and coordinated with the instructor.

Classroom Rules of Conduct:
All students are expected to conduct themselves as adults at all times, it should be noted that the use of cell phones will not be tolerated, unless the students has a bone fide need to have their phone on in the classroom. All cell phone use will be coordinated with the instructor prior to class.

Course Topic/Dates/Assignments:
COURSE TOPICS/DATES/ASSIGNMENTS: Week One Introduction and overview – Chap 1 & 2 Week Two Chapter 3, 4 & 5 Week Three Chapter 6 & 7 Week Four Chapter 8 (Mid Term Exam) Week Five Chapter 9 & 10 (Paper Due) Week Six Chapter 11 & 12 Week Seven Chapter 13 & 14 (Article Due) Week Eight Final Exam (All Work Due)

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2007-2008 Undergraduate Catalog Page 85-86
“Academic Honesty is required of all members of a learning community.  Hence, Park will not tolerate cheating or plagiarism on tests, examinations, papers or other course assignments.  Students who engage in such dishonesty may be given failing grades or expelled from Park.”

Plagiarism:
Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2007-2008 Undergraduate Catalog Page 85

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  7. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.

Park University 2007-2008 Undergraduate Catalog Page 87-88

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
1 - Examine the current state of compensation decision making.                                                                                                                                                                                                                                                                                                                                                                                                                                                       
Explains the current state of compensation decision and. recommend at least three ways to deal with the issues, and supports the recommendations by referring to specific theories and concepts. Explains the issues surrounding the organization and recommends at least two ways to deal with the issues. Provides an incomplete or inaccurate analysis and/or less than two alternative solutions. No answer or insignificant explanation 
Analysis                                                                                                                                                                                                                                                   
Outcomes
2 - Articulate the implications of recent theoretical and research developments related to compensation decisions                                                                                                                                                                                                                                                                                                                                                                                                    
Provides an explanation of the implications of recent theoretical and research developments related to compensation decisions. Provides a minimal explanation of the implications of recent theoretical or the research developments related to compensation decisions Provides an incomplete or inaccurate explanation of the implications of recent theoretical or the research developments related to compensation decisions No answer or insignificant explanation 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
2, 10, 21 - Describe the difference between direct and indirect compensation and define each of the direct and indirect forms of compensation described                                                                                                                                                                                                                                                                                                                                                              
Submits a very complete, thorough articulation and description of the difference between direct and indirect compensation and define each of the direct and indirect forms of compensation described by the text.



 
Articulates the difference between direct and indirect compensation or defines a minimum of the direct and indirect forms of compensation described by the text.



 
Provides an incomplete or inaccurate articulation of the  difference between direct and indirect compensation or defines one of the direct and indirect forms of compensation described by the text No answer or insignificant explanation 
Terminology                                                                                                                                                                                                                                                
Outcomes
1, 25 - Explain the application of “The Pay Model” as presented in the text.                                                                                                                                                                                                                                                                                                                                                                                                                                         
Provides an accurate and complete presentation of the application of “The Pay Model” as presented in the text.



 
Provides a partial description of the application of “The Pay Model” as presented in the text.



 
Provide an incomplete or inaccurate description the application of “The Pay Model” as presented in the text No answer or insignificant explanation 
Concepts                                                                                                                                                                                                                                                   
Outcomes
6, 7 - the principles of employee motivation and compensation.                                                                                                                                                                                                                                                                                                                                                                                                                                                       
Explains accurately 100%  the principles of employee motivation and compensation and

develop a total reward system/pay for performance plan.



 
Articulate 80% of the principles of employee motivation and compensation and

Demonstrate a minimal total reward system/pay for performance plan.



 
Provides the 50% of the principles of employee motivation and compensation.

develop a minimal total reward system/pay for performance plan.



 
No answer or insignificant explanation 
Application                                                                                                                                                                                                                                                
Outcomes
3, 17, 20, 22, 25 - Explain the Key Steps to Formulate a Total Compensation Strategy.                                                                                                                                                                                                                                                                                                                                                                                                                                
Articulate accurately the Key Steps to Formulate a Total Compensation Strategy. Articulate accurately a three or less of the Key Steps to Formulate a Total Compensation Strategy Inarticulate the Key Steps to Formulate a Total Compensation Strategy No answer or insignificant explanation 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
13, 7, 8, 14 - Illustrate how to design strategies that can be used to improve the accuracy of performance appraisals.                                                                                                                                                                                                                                                                                                                                                                                               
Explain how to design strategies that can be used to improve the accuracy of performance appraisals. Articulate a 80% of the process how to design strategies that can be used to improve the accuracy of performance appraisals. Inaccurately explain the process of how to design strategies that can be used to improve the accuracy of performance appraisals. No answer or insignificant explanation 
Component                                                                                                                                                                                                                                                  
Outcomes
5, 6, 7, 8, 24 - Explain the advantages and disadvantages of Person-Based Internal Structure and how to develop both a Person Based Skill and Competencies based structure.                                                                                                                                                                                                                                                                                                                                          
Articulate accurately the advantages and disadvantages of Person-Based Internal Structure and how to develop both a Person Based Skill and Competencies based structure.



 
Explain a 80% of the advantages and disadvantages of Person-Based Internal Structure and how to develop both a minimal Person Based Skill and Competencies based structure.



 
Inaccurately explain the advantages and disadvantages of Person-Based Internal Structure and how to develop both a Person Based Skill and Competencies based structure.



 
No answer or insignificant explanation 

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Last Updated:5/26/2008 8:56:56 PM