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HR 434 Compensation Management
Saucedo, Andy


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

F1B 2007 BL

Faculty

Saucedo, Andy C.

Title

Adjunct Faculty

Degrees/Certificates

M.B.A. - Business Adminstration
B,S, - Business Adminstration

Office Location

Faculty Lounge

Office Hours

12:00 p.m. - 1:00 p.m.

Daytime Phone

915.253.0517

Other Phone

505.527.7661

E-Mail

andysaucedo@park.edu

andsauce@nmsu.edu

Semester Dates

August 11, 2007 - September 29, 2007

Class Days

------S

Class Time

1:10 - 6:10 PM

Prerequisites

AC 202 & HR 353

Credit Hours

3


Textbook:
Compensation Management in a Knowledge - Based World by Richard Henson, 10th Edition, Prentice Hall.

Textbooks can be purchased through the MBS bookstore

Additional Resources:
Will be supplied per the Instructor.

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:
The facilitator's educational philosophy is one based on lectures, videos, readings, case studies, exams, websites, writings, and homework assignments.  The facilitator will engage each learner in what is referred as disputations 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.


  Instructor Learning Outcomes
  1. Define the ter compensation management.
  2. Explain how compensation management may influence strategic planning and the development of a substainable competitive advantage.
  3. Describe the activities included in a job analysis.
  4. Identify and describe three alternative sources of information for comparisonsof compensation patterns.
  5. Describe how pay for performance functions.
  6. Identify four broad categories of government involvement in compensation systems.
  7. Describe the potential role of unions on compensation.
  8. Design a compensation system for a given situtation.
Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:

One short min-paper pertaining to Compensation Management (5 to 6 pages (body).
 
4 Homework Section Assignments (1-5), (6-10), (11-14), (15-18)
 
Mid-Term Essay Exam (Chapters 1-9)
 
Final Essay Exam (Chapters 10-18)
 
Internet Journal Project ( 5 Internet Analysis Reports pertaining to topics in Compensation Management
 
Case Study
 
Development of a performance Appraisal 

Grading:

Mini-Paper @ 100 points
 
4 Homework Assignments @ 100 points each
 
Mid-Term Essay Exam @ 100 points
 
Final Essay Exam @ 100 points
 
Case Study @ 100 points
 
Performance Appraisal @ 100 points
 
Internet Journals @ 20 points each
 
 
90-100   =  A
80-89     =  B
70-79     =  C
60-69     =  D
Below 60 = F
 
All grades will be added, divided, and averaged.

The final exam for all School of Business and Management courses must be passed with a grade of 60% or higher in order to pass the course regardless of the overall average.  The grade for students who pass the proctored final will be based on the overall average of homework and tests taken during the course.  The final exam must address only material which the student has been taught in class.

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 Associate Dean.

Late Submission of Course Materials:

Fifty points will be deducted for late documents.

Classroom Rules of Conduct:

Rules of Conduct will be enforced per the 2007-08 Park University Catalog and Student Handbook.
 
 

Course Topic/Dates/Assignments:

Week One - August 11
Introductions, Expectations
Lecture - Chapters 1, 2, 3
 
Week Two - August  18
Video
Lecture - Chapters 4, 5, 6
Homework Assignment One  - Chapters 1-5
 
Week Three - August 25
Mini-Paper Due
Lecture - Chapters 7, 8, 9, 10
Homework Assignment Two - Chapters 6-10
 
Week Four - September 1
Mid-Term Essay Exam - Chapters 1-9
Lecture - Chapter 11
 
Week Five - Spetember 8
Lecture - Chapters 12, 13, 14
Homework Assignment Three - Chapters 11-14
 
Week Six - September 15
Lecture - Chapters 15, 16
Case Study Assignment
 
Week Seven - September 22
Lecture - Chapters  17, 18
Homework Assignment Four -  Chapters 15-18
 
Week Eight - September 29
Lecture - The Future Challenge of Compensation
Final Essay Exam - Chapters 11-18
Journals Due
Performance Appraisal 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

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:7/26/2007 2:26:59 PM