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HR 434 Compensation Management
Espinoza, Jose


Mission Statement: Park University provides access to a quality higher education experience that prepares a diverse community of learners to think critically, communicate effectively, demonstrate a global perspective and engage in lifelong learning and service to others.

Vision Statement: Park University, a pioneering institution of higher learning since 1875, will provide leadership in quality, innovative education for a diversity of learners who will excel in their professional and personal service to the global community.

Course

HR 434 Compensation Management

Semester

F1B 2011 BL

Faculty

Espinoza, Jose

Title

Adjunct Faculty

Degrees/Certificates

BS in Business Management
MA in Human Resources Management

Office Location

None

Office Hours

None

Daytime Phone

(915)875-5433

E-Mail

JOSE.ESPINOZA@PARK.EDU

jespinosa@elp.rr.com

Semester Dates

08/15/2011 to 10/09/2011

Class Days

------MW

Class Time

7:40 to 10:10  PM

Prerequisites

AC202 and HR353

Credit Hours

3


Textbook:

Compensation Management in a Knowledge Based World, 10th ed., by Richard I. Henderson. ISBN #:978-0-13-149479-4

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/.


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. Describe how the rewards system has changed and evolved globally.
  2. Describe the differences between "exempt" and "non-exempt" positions and the criteria used by the FLSA to determine these.
  3. Discuss the design of a compensation strategy that pays employees fairly and motivates them for optimum profitability.
  4. Analyze the role/importance that benefits play in compensation management.
Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:

Class Participation =             100 points
Course Paper/Presentation = 200 points
Midterm =                            200 points
Homework
12 sets of review questions (16.66 each) = 200 points
Final Exam =                         300 points
 
Total - 1000 points

Grading:
 

Course Grading Scale

A = 90  - 100% (900 or Higher)
B = 80 -  89% (or 800 to 899 points)
C = 70 -  79% (or 700 to 799 points)
D = 60 -  69% (or 600 to 699 points)
F = < 60% (599 or fewer points)

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: Will be taken on a case by case basis and discussed with each student individually.  
  • 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
    1st Class - Welcome. Syllabus review and course introduction. Read Chapter 1, Classroom discussion. Homework - answer review questions 1-4 in Chapter 1. Put in drop box before class. Worth 16.66 points.
    2nd Class - Read Chapter 2, Classroom discussion. Homework - answer review questions 1-5 in Chapter 2. Put in drop box before class. Worth 16.66 points. Discuss Course Paper/Presentation due in week 7.
     
    Week 2 
    3rd Class - Read Chapter 3, Classroom discussion. Homework - answer review questions 1-6 in Chapter 3. Put in drop box before class. Worth 16.66 points.
    4th Class - Read Chapter 4, Classroom discussion. Homework - answer review questions 1-6 in Chapter 4. Put in drop box before 3rd class. Worth 16.66 points.
     
    Week 3
    5th Class - Read Chapters 5 and 6. Classroom discussion. Homework - answer review questions 1-3 in each of the assigned chapters. Put in drop box before class. Worth 16.66 points.
    6th Class - Read Chapters 7 and 8. Classroom discussion. Homework - answer review questions 1-3 in each of the assigned chapters. Put in drop box before class. Worth 16.66 points.
     
     
    Week 4
    7th Class - Read Chapters 9 and 10. Classroom discussion. Homework - answer questions 1-3 in each of the assigned chapters. Put in drop box before class. Worth 16.66 points. Review MIDTERM EXAM.
     
    8th Class - MIDTERM EXAM. Worth 200 points
     
    Week 5
    9th Class - Review MIDTERM EXAM results. Read Chapters 11 and 12. Classroom discussion. Homework - answer questions 1-3 in each of the assigned chapters. Put in drop box before class. Worth 16.66 points.
    10th Class- Read Chapters 13 and 14. Classroom discussion. Homework - answer questions 1-3 in each of the assigned chapters. Put in drop box before class. Worth 16.66 points.
     
    Week 6
    11th Class - Read Chapters 15 and 16. Classroom discussion. Homework - answer questions 1-3 in each of the assigned chapters. Put in drop box before class. Worth 16.66 points.
    12th Class - Read Chapters 17 and 18. Classroom discussion. Homework - answer questions 1-3 in each of the assigned chapters. Put in drop box before class. Worth 16.66 points.
     
    Week 7 
    13th Class - Case Study Paper/Presentations due. Each student will write a 1000 word essay using APA format, describing the Compensation Package for their company of choice. The paper will describe pay rates and ranges together with all other benefits offered by the company (all information must be public). In addition, all students will prepare a 15 minute PowerPoint presentation for the class. Worth 200 points.
    14th Class - Case Study Paper/Presentations (Continued).
     
    Week 8
    15th Class - "Lessons Learned" discussion and FINAL EXAM REVIEW.
    16th Class - FINAL EXAM. Worth 300 points.

    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 students and faculty members are encouraged to take advantage of the University resources available for learning about academic honesty (www.park.edu/current or http://www.park.edu/faculty/).from Park University 2011-2012 Undergraduate Catalog Page 93

    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. from Park University 2011-2012 Undergraduate Catalog Page 93

    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 2011-2012 Undergraduate Catalog Page 96

    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:8/10/2011 6:07:34 PM