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HR 434 Compensation Management
Taylor, Debbie G.


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

S2T 2010 DLB

Faculty

Taylor, Debbie G.

Title

Adjunct Faculty

Degrees/Certificates

Bachelor: Human Resource Management
Bachelor: Social Psychology
Master: Human Resource Development

Office Location

Online

Office Hours

As required by Park University for online classes

Daytime Phone

801-644-7246

Other Phone

801-731-6294

E-Mail

Debbie.Taylor@park.edu

Taylorgd47@msn.com

Semester Dates

June 7, 2010 - Aug 1, 2010

Class Days

TBA

Class Time

Online

Credit Hours

3


Textbook:

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

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.
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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:
HR 434 Compensation Management: 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 employers point of view. 3:0:3. Prerequisite: AC202 and HR 353

Educational Philosophy:
The facilitator's educational philosophy is one of interactiveness based on lectures, discussions, readings, and internet research.  The facilitator will encourage exploring ideas through course exercises and self study.

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. List and explain compensation and non compenstation 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 Standard Act and its impact on compenstion 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 perferable.
  10. Compare strengths, weakness, and opportunities for various kinds of performance appraisal programs.
  11. Recognize differences in compensation opportunties for employees in different jobs and at different levels in the organization.
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 (posting to response to questions by Thursday of each week, and  responding to peers by Sunday of week).
-completing and submitting assignmens 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 points
- Case Analysis and Research paper                     3 @ 75 points = 225 points
- Take Home Exam                                              2 @ 75 points = 150 points
- Final Exam                                                         1 @ 225 points
* Total Points Available                                         * 740 points
 
Pecentage      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
 
  • Proctored final examination/Project - If the course requires a proctored final, the information below should be included.  If the course is a graduate course and doesn't require a proctored final, the developer should include a detailed description of the projects activities, requirements, and due dates.
    • A final proctored examination will be taken in a proctored testing environment during the 8th (or 16th) week at one of the Park University sites around the country or at an alternative location.  For proctored examinations, photo identification is required at the time of the test.  Guidelines for selecting an acceptable proctor can be found on the Park University Website. 
    • Other Information on proctored exams:
      • It will be the responsibility of the student to arrange for a proctor, by the 6th week of the term, who is accepted and approved by the course instructor. 
      • Approval of proctors is the discretion of the Online instructor. 
      • A proctor request form will be made available to you during the first week of class so that you can send your requested proctor to your instructor for approval. 
      • Failure to take a final proctored exam (or submit your final project for some online graduate courses) will result in an automatic "F" grade.

 

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 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.

Late Submission of Course Materials:
  • Submission of Late Work:  If late, 10% will be deducted per day until the assignment is turned in. If not turned in within four days from the due date,  a grade of an "F" will be assigned. 
  • Classroom Rules of Conduct:
     

    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 the Park University academic honesty policies, which can be found on page 101 of the Park University Undergraduate Catalog or page 13 of the Park University Graduate Catalog.

    Definitions

    Academic dishonesty includes committing or the attempt to commit cheating, plagiarism, falsifying academic records, and other acts intentionally designed to provide unfair advantage to the students.

    • Cheating includes, but is not limited to, intentionally giving or receiving unauthorized aid or notes on examinations, papers, laboratory reports, exercises, projects, or class assignments which are intended to be individually completed.  Cheating also includes the unauthorized copying of tests or any other deceit or fraud related to the student's academic conduct.
    • Plagiarism involves the use of quotation 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 assignments (any portion of such) prepared by another person, or incorrect paraphrasing.
    • Falsifying academic records includes, but is not limited to, altering grades or other academic records.
    • Other acts that constitute academic dishonesty include:
      • Stealing, manipulating, or interfering with an academic work of another student or faculty member.
      • Collusion with other students on work to be completed by one student.
      • Lying to or deceiving a faculty member.

    Procedure

    In the event of alleged academic dishonesty, an Academic Dishonesty Incident Report will be submitted to an Online Academic Director who will then investigate the charge.  Students who engage in academic dishonesty are subject to a range of disciplinary actions, from a failing grade on the assignment or activity in question to expulsion from Park UniversityPark University's academic honesty policy and related procedures can be found in full in the 2004-2005 Park University Undergraduate

    Course Topic/Dates/Assignments:

     
    Week 1: Read chapters 1,2 & 3 Learning activities are the discussion questions.
     
    Week 2: Read chapters 4, 5 & 6 Learning activities are the discussion question and case analysis.
     
    Week 3: Read chapters 7, 8 & 9 Learning activities are the discussion questions.
     
    Week 4: Read chapters 10 & 11 Learning activities are the discussion questions and open book exam.
     
    Week 5: Read chapters 12, 13 & 14 Learning activities are the discussion questions and case analysis.
     
    Week 6: Read chapters 15 &16 Learning activities are discussion questions and research paper.
     
    Week 7: Read chapters 17 & 18 Learning activities are the discussion question and open book exam.
     
    Week 8: Final  exam over learning objectives chapters 1-18

     

     

    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 2009-2010 Undergraduate Catalog Page 92

    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 2009-2010 Undergraduate Catalog Page 92

    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 "F".
    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.
    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 2009-2010 Undergraduate Catalog Page 95

    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:6/4/2010 6:24:39 PM