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HR 434 Compensation Management
Rocha, Dana R.


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

U1SS 2010 RA

Faculty

Rocha, Dana R.

Title

Senior Adjunct Faculty

Degrees/Certificates

BS - Business & Management - University of Maryland, College Park, MD
MS - Human Resources Development - Webster University, St. Louis, MO
MS - Management - Webster University, St. Louis, MO

Office Location

Ft Sam Houston, TX

Office Hours

7:00 a.m - 4:00 p.m.or by appointment - email or phone anytime

Daytime Phone

210-221-8526

Other Phone

210-313-4371 or 210-661-7575

E-Mail

dana.rocha@park.edu

drocha97@gmail.com

dana.rocha@amedd.army.mil

Semester Dates

7 June to 1 August 2010

Class Days

--T----

Class Time

4:55 - 10:20 PM

Prerequisites

AC 202 AND HR 353

Credit Hours

3


Textbook:

Compensation Management in a Knowledge-Based World, Tenth Edition, Richard Henderson, Prentice Hall
ISBN: 0131494791

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/.

http://www.shrm.org

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:
Provide quality education through interactive lectures, readings, class discussions, Internet, videos, web sites and dialog and interaction and exchange of ideas and viewpoints during class.  Introduction of supplemental data to enhance real life experiences to assist and provide students with practical knowledge of current human resources issues as they relate to compensation management; and allow students to conceptualize and synthesize material as it applies to a multitude of contemporary organizational and/or corporation scenarios.

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. Explain the relationship among levels of education, knowledge and skills, and work-related income.
  2. Understanding the differences of exempt and nonexempt employees and the benefits of each.
  3. Define "Compensation Management".
  4. Explain what "pay for performance" appraisal program is and the benefits of it.
Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:
Students will be required to complete all assignments.  Class attendance and participation are absolutely essential to be sucessful in this course.  Current event reports and case study assignments will be critical parts of this course. 

Grading:

Midterm Exam - 100 points (25% of the grade)
Quizzes - 70 points (10% of the grade)
Case Study - 70 points (10% of the grade)
Participation - 70 points (15% of the grade)
Research/Position Paper 70 points (10% of the grade)
Final Exam - 100 points (30% of the grade)
Total - 480 points
 
Participation points will be 10 points a night (we meet only once a week). For those nights that we have the Midterm and the Final Exam only 5 points will be earned.
 
Exams missed due to unexcused absences will be lowered by 10 points.  Quizzes will also be lowered by 5 points.
 
Grading:
A = 432 - 480
B = 384 - 431
C = 336 - 383
D = 288 - 335
F = 287and 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 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:
Any coursework turned in after the posted due date will only receive 50%  of the credit that it would have normally been received.  Any coursework submitted after 7 days of the due date will not receive any credit.

Classroom Rules of Conduct:

Students are expected to participate and to focus discussion and participation on the topics and subjects in the assigned textbook and reading materials.  The emphasis of this course is on the concepts and practices used in organizations and corporations to manage and compensate employees in the business world today.  Therefore student responses are expected to reflect well thought out, professional-like, supported perceptions.  Students are expected to treat their classroom obligations as they would any professional engagement.  In addition to taking responsibility for information sharing during the instructor's lecture, students will:
 
1.  Arrive promptly for class.
2.  Be prepared and take part in classroom discussion of all assigned readings and exercises according to the class syllabus.
3.  Adhere to deadlines and timetables established by the instructor.
4.  Completing weekly reading assignments prior to class.
5.  Completing weekly review questions and submitting them to the drop box on time.
6.  Developing and submitting a position paper on any of the weekly topics or topic assigned by the instructor.  Minimum length of paper is 6 - 8 pages in length and the use of 6 professional publications such as journals or magazines related to the human resources field as it pertains to compensation management.  This research/position paper will be due by the end of week seven - (20 JULY 2010).
7.  Completing a Final Examination over the learning objectives - week eight (27 JULY 2010)

Course Topic/Dates/Assignments:

Week 1 -Read Chapters 1-3
Class Activities:  Introduction and discussion of syllabus/assignment schedule. Course overview. Answer chapter one review questions on page 13, chapter two review questions on page 24, and chapter three review questions on page 38. Place these in the drop box by Friday, 11 June 2010 by midnight CT (Texas).
 
Week 2 - Read Chapters 4-6 - Quiz 1
Class Activities: Answer chapter three review questions, 1-4, on page 38; chapter four review questions, 1-3, on page 75, and chapter five questions on page 105.  Place them in the drop box. by Monday, midnight prior to class meeting on each Tuesday.

Week 3 - Read Chapters 7-9
Class Activities:  Answer chapter seven review questions, on page; chapter eight review questions on page; and chapter nine review questions on page.  Place them in the drop box by Monday, midnight prior to class meeting on each Tuesday.

Week 4 - Chapter 10 - Quiz 2
Class Activities: Review for Mid-Term
Mid-Term Exam

Week 5 - Chapters 11-13
Class Activities:  Answer chapter 11 review questions on page; chapter 12 review questions on page; and chapter 13 review questions on page.  Place them in the drop box by Monday, midnight prior to class meeting on each Tuesday.

Week 6 - Chapters 14-16 - Quiz 3
Class Activities:  Answer chapter 14 review questions on page; chapter 15 review questions on page; and chapter 16 review questions on page. Place them in the drop box by Monday midnight prior to class meeting on each Tuesday.

Week 7 - Chapters 17-18 - Case Study Presentations
Class Activities:  Paper Due

Week 8 - Final Review - Final Exam

.
 
 

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.

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:6/2/2010 1:41:55 PM