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HR 434 Compensation Management
Gailey, James 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 LR

Semester

F2LL 2006 LR

Faculty

Gailey, James A.

E-Mail

james.gailey@pirate.park.edu

Semester Dates

October 16, 2006 to December 10, 2006

Class Days

--T-T--

Class Time

6:00 - 9:00 PM

Credit Hours

3


Textbook:
Compensation Management in a Knowledge-Based World, Richard I. Henderson, Prentice Hall, Tenth Edition

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

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.

Educational Philosophy:
The instructor's educational philosophy is one of interactiveness based on lectures, term paper, homework, examinations, and class discussions. The instructor will encourage students to explore new ideas, and to examine different points of view.

Learning Outcomes:
  Core Learning Outcomes

  1. Understand the application of “The Pay Model” as presented in the text.
  2. Know the difference between direct and indirect compensation and define each of the direct and indirect forms of compensation described by the text.
  3. Be able to apply the Key Steps to Formulate a Total Compensation Strategy.
  4. Understand the dimensions that comprise a pay structure and factors that influence the structure.
  5. Know the difference between job-based, knowledge-based and competency-based pay structure
  6. Be able to develop and conduct job analysis.
  7. Know the advantages and disadvantages of using multiple job evaluation plans in an organization and how to conduct a job evaluation.
  8. Know the advantages and disadvantages of Person-Based Internal Structure and how to develop both a Person Based Skill and Competencies based structure.
  9. Understand the external competitiveness and factors in developing a compensation strategy
  10. Be able determine externally competitive pay levels and structures.
  11. Apply the principles of employee motivation and compensation.
  12. Be able to develop a total reward system/pay for performance plan.
  13. Understand how to develop strategies that can be used to improve the accuracy of performance appraisals.
  14. Be able to design strategies that can be used to improve the accuracy of performance appraisals.
  15. Understand the important issues in benefit planning, design, and administration.
  16. Know the reason why the growth in employee benefits and the true value of benefits.
  17. Be able to explain the difference between a defined benefits and a defined contribution program.
  18. Know the legally required benefits by employee class.
  19. Understand what are the benefits options available to a firm and how to develop a benefits plan.
  20. Be aware of the compensation strategy for special groups and be able to define these groups.


  Instructor Learning Outcomes
  1. These are additional core learning outcomes:
  2. Describe three current, Compensation Management issues .
  3. Identify the differences between direct and indirect compensation and define each of
  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
  6. Explain the differences between job-based, knowledge-based and competency-based pay
  7. Describe the legally required benefits by employee class.
  8. Identify three key processes and systems in the compensation management field.
  9. Define the term compensation management.
  10. Explain how compensation management can impact employee morale, productivity, and turnover.
  11. Explain how compensation management may influence strategic planning and the development of a sustainable competitive advantage.
  12. Describe the activities included in job analysis.
  13. Identify and describe three alternative sources of information for comparisons of compensation patterns.
  14. Describe how pay for performance functions.
  15. Identify four broad categories of government involvement in compensation systems.
  16. Describe the potential role of unions on compensation.
  17. Design a compensation system for a given situation.
Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:
There will be two examinations, termpaper, homework, and class discussions. Class participation is not class attendance, but is taking part in class discussions.

Grading:

MID-TERM: 100 pts - 20% TERM PAPER: 100 pts - 20% CLASS PARTICIPATION: 100pts - 20% FINAL TEST: 100 pts - 20%, CORE ASSESSMENT: 100 pts - 20% 

A=93-100%, B=85-92%, C=77-84%, D=69-76%, F=Below 69%

Late Submission of Course Materials:
Since timeless ia a critical aspect of human resources management, the instructor will assess a 10% late penalty on assignments turned after the due date. (The penalty may not be assessed if there are exrenuating circumstances.)

Classroom Rules of Conduct:
Cell phones are to be turned off or set on "vibrate" in the classroom. If you must answer your cell phone, you must leave the classroom to do so. Children of any age may not be brought to class. You may not leave the classroom and re-enter during an examination; if you leave the classroom, your examination will be considered "completed" at the time you leave.

Course Topic/Dates/Assignments:
Schedule will be handed out the first day of class.

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 2006-2007 Undergraduate Catalog Page 87-89

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 2006-2007 Undergraduate Catalog Page 87

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, but unexcused absences may carry further penalties.
  3. 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 "W".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. 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.
  6. 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 2006-2007 Undergraduate Catalog Page 89-90

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 

Copyright:

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Last Updated:9/29/2006 7:25:11 AM