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HR 434 Compensation Management
Hall, John B.


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 PA

Semester

S2HH 2008 PA

Faculty

Hall, John B.

Title

Adjunct Faculty

Degrees/Certificates

A.S./Management
B.S./Human Resources
M.A./Health Care Administration

Office Location

Park Office, Bldg. 50, Area B, WPAFB, Ohio

Office Hours

Will meet anytime with appointment

Daytime Phone

937-973-7116

E-Mail

John.Hall@park.edu

jbhcollinstr101@aol.com

Semester Dates

March 17 - May18, 2008

Class Days

Wednesday

Class Time

5:30 - 10:30 PM

Credit Hours

3


Textbook:
"Compensation Management In A Knowledge-Based World", 10th Edition, Richard I. Henderson, Prentice Hall, 2006. (ISBN: 0-13-149479-1) 

Textbooks can be purchased through the MBS 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,  readings, dialogues, examinations, internet, web sites, and writings. The instructor will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues, and contradictions.

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:

a.)Completion of all reading assignments.
 b.)Participation in class discussions.
 c.)Participation in group projects as assigned by instructor.
 d.)Completion of a case study as assigned by instructor.
  e.) Completion and presentation of four course related articles selected by the student to lead a class discuission and submission of a 1-2 page summary of each article including the student's personal opinion, identification of your source, and date published. (Must be within the last six months)
  f.) Successful completion of a mid-term exam and a final exam.    

Grading:
The student's final course grade will be based on a 100 point scale distributed as follows:     Articles (10%).......10 points (2.5 pts. ea.)    Case Study (15%).....15 points                                                    Group Project (15%)......15 points     Mid-term Exam (30%)....30 points                   Final Exam(30%).........30 points                                                                                          The method of evaluating the total points earned and grades awarded will be according to the following scale:     A = 90 - 100 points     B = 80 -  89 points     C = 70 -  79 points     D = 60 -  69 points     F = 59 - points or less

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:
The instructor will not accept assignments late. Assignments not submitted on the due date will receive a grade of "0" unless otherwised arranged with instructor.

Classroom Rules of Conduct:
Faculty members are expected to dismiss from their classrooms students whose behavior is detrimental to good order in the classroom. Such behavior includes, but is not limited to, the use of abusive or obscene language, attending the class under the influence of drugs or alcohol, etc. Students who are dismissed from class may be given failing grades, suspension, or expulsion from Park University. Students whose behavior, either verbal or written, is detrimental to the good order of Park University may be subject to disciplinary action ranging from suspension to expulsion from Park University. Students who exhibit abusive or obscene language or behavior toward administrative personnel or support staff are also subjject to suspension or expulsion from Park University.

Course Topic/Dates/Assignments:
 SESSION 1 (Mar.19th) - Introduction to Course & "Compensation Systems." (Chapter 1)          SESSION 2  (Mar. 26th) - "Compensation and Noncompensation Dimensions & Influence of Labor Organizations" and Article Reports. (Chapters 2 & 3)           SESSION 3 (Apr. 2nd) - "Organizing Jobs & the Influence of Government Regulations" and Article Reports. (Chapters 4 & 5)          SESSION 4 (Apr. 9th) - "Discrimination Issues Relative to Compensation,  Job Analysis, &  Job Description", Article Reports and Review for Mid-Term Exam. (Chapters 6 & 7)          SESSION 5 (Apr. 16th) - Article Reports and MID-TERM EXAM. (Review Chapters 1 through 7, your classroom notes & appropriate handouts)          SESSION 6 (Apr. 23rd) - "Job Evaluation & Compensable Factors" and Article Reports. (Chapters 8, 9, & 10)          SESSION 7 (Apr. 30th) - "Compensation Surveys and Designing A Pay Structure" and Article Reports. (Chapters 11, 12, 13 &14)          SESSION 8 (May 7th) - "Providing for Benefits and Pay Delivery Administration", Group Project Presentations, and review for Final Exam. (Chapters 15, 16, 17, & 18, & Finalize Group Project)          SESSION 9 (May 14th) -  FINAL EXAM (Review Chapters 8 thru 18, your class notes, and appropriate handouts)

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.

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:2/12/2008 7:15:26 PM