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HR 434 Compensation Management
Heller, Gina


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

S1T 2008 DL

Faculty

Heller, Gina

Title

Adjunct Faculty

Degrees/Certificates

BS in Business Adminstration, Kansas State University
MBA, Emporia State University

Office Location

online

Office Hours

online

Other Phone

913-209-2655

E-Mail

gina.heller@park.edu

gb_heller@yahoo.com

Class Days

TBA

Class Time

TBA

Prerequisites

AC202 and HR353

Credit Hours

3


Textbook:

Textbook:
Required Textbook:

HR 434 TextbookCompensation Management in a Knowledge Based World, 10th ed., by Richard I. Henderson. ISBN #: 0-13-149479-1

*Course overviews included in this course are copyrighted material from the textbook
Compensation Management in a Knowledge Based World, 10th ed., by Richard I. Henderson. ISBN #: 0-13-149479-1.

Additional Software:  To view the .pdf files, students may need to download Adobe Reader.  Click here Adobe Acrobat Reader to download the software.


Web resources:
  Below are a list of websites that will be used throughout the course.

Society for Human Resource Management - http://www.shrm.org


U.S. Department of Labor - http://www.dol.gov


Workforce Management - http://www.workforce.com

Mercer Human Resource Consulting - http://www.mercerhr.com

BNA - Bureau of National Affairs, Inc. - http://www.bna.com

Salary.com - Job Salaries, Performance Reviews, Compensation Software - http://www.salary.com

Monster.com - http://www.monster.com

Careerbuilder.com - http://www.careerbuilder.com


Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

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/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
Online Classroom Technical Support - For technical assistance with the Online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
FAQ's for Online Students - You might find the answer to your questions here.


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/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
Online Classroom Technical Support - For technical assistance with the Online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
FAQ's for Online Students - You might find the answer to your questions here.


Course Description:
 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
 
Core Learning Objectives

1. List and explain compensation and noncompensation dimensions.
2. Explain and compare job-based, knowledge-based and competency-based pay structures.
3. Identify and describe the continuing influence of government on compensation practices.
4. Describe the Fair Labor Standards Act and its impact on compensation management administration.
5. Define and identify the differences between direct and indirect compensation.
6. Identify and explain short term incentives and long term incentives and the importance of each in a compensation strategy.
7. Explain and describe the importance of the 5 steps (Perform a job analysis, write job descriptions, evaluate jobs, design and perform a pay survey, develop a pay structure.) in how organizations determine the base pay for workers in all types of jobs.
8. Briefly explain the Sarbanes-Oxley Act and its impact on executive compensation management.
9. Describe various kinds of pay-for-performance programs and the situations in which such programs may be preferable.
10. Compare strengths, weaknesses, and opportunities for various kinds of performance appraisal programs.
11. Recognize differences in compensation opportunities for employees in different jobs and at different levels in the organization.

Educational Philosophy:

Educational philosophy is one of participation and interaction with students and the facilitator based on lectures, text, internet, websites, exams, case studies and work experience.

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:
Learning Activities:
The learning activities for each week will consist of:
-reading chapters assigned in the textbook
-reading the week course overviews   
-reading and responding to the discussion questions
-completing and submitting assignments due in weeks 2, 5 and 6. Learning assessments will consist of two take home exams in weeks 4 and 7.

Grading:

Discussion assignments and participation 7 @ 20 points = 140
Case Analysis/Research Paper Assignments 3 @ 75 points = 225
Take Home Exam 2 @ 75 points = 150
Final Exam 225 points
Total Points available 740 points


Percentage
Letter Grade
Number of Points
90% or more
A

666-740
80% - 89%
B

592-665
70% - 79%
C

518-591
60% - 69%
D

444-517
Less than 60%
F

443-below


 

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/Incomplete Assignments: Late and/or incomplete assignments are normally not accepted.  Contact your instructor if you have an unplanned emergency or situation that would cause any late or incomplete assignments.
 

Classroom Rules of Conduct:
Course Participation

Information from the instructor will be shared via announcements and emails. Students should read announcements and email at least every other day.

Discussions and questions among students should be shared in the weekly discussion threads. Students should post all required responses by Sunday at midnight (CST).  Discussion credit will be based on the grading rubric including on the Course Overview page. Each response to other students must be value added and complete, grammatically correct responses.

Electronic assignments will be submitted in the dropbox as an attachment on or before the assignment due date.

 

Course Topic/Dates/Assignments:

Week Title Chapters Learning Activities Number of Points
1 Work and Rewards 1, 2, 3 Discussion Questions 20
2 Compensation Model: Government influence and job demands, job analysis 4, 5, 6 Discussion Questions Case Analysis 20 75
3 Job Descriptions, Job Evaluations 7, 8, 9 Discussion Questions 20
4 Compensation Surveys; Pay Structure Design 10,11 Discussion Questions Take home exam 20 75
5 Employee Benefits: Team-Base Pay Programs; Incentives 12, 13, 14 Discussion Questions Case Analysis 20 75
6 Premiums; Incentives, Performance Appraisal Executive Compensation 15, 16 Discussion Questions Research Paper 20 75
7 Benefits, Services; Compensation Administration 17, 18 Discussion Questions Take home exam 20 75
8 Final 1-18 Final Exam over learning objectives 225

 

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

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.
ONLINE NOTE: An attendance report of "P" (present) will be recorded for students who have logged in to the Online classroom at least once during each week of the term. Recording of attendance is not equivalent to participation. Participation grades will be assigned by each instructor according to the criteria in the Grading Policy section of the syllabus.

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 

Copyright:

This material is protected by copyright and can not be reused without author permission.

Last Updated:12/23/2007 10:05:00 AM