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HR 434 Compensation Management
Miceli, Nicholas


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

S2T 2012 DL

Faculty

Miceli, Nicholas

Title

Associate Professor, Human Resource Management

Degrees/Certificates

Ph.D., University of Oklahoma (1996)

Office Location

Norrington, 207

Office Hours

T/R 9:00 - 11:00; T 1:00 - 2:00; T 4:00 - 5:00; W 5:00 - 6:00

Daytime Phone

816-584-6585

E-Mail

nicholas.miceli@park.edu

Semester Dates

S2T 2012

Class Days

TBA

Class Time

TBA

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:

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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.


Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:
Examinations, homework assignments, class partcipation

Grading:
 

  • Total course points = 970pts 
  • Final Exam = 100pts, Homeworks Assignments =. 800pts (100pts each week), and Discussion Questions = 70pts (10pts each week).  Note: A Discussion Question will not be given in week eight.  
  • 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.

Course Grading Scale

A = 90- 100% (873 or Higher)
B = 80-89% (or 776 to 872 points)
C = 70-79% (or 679 to 775 points)
D = 60-69% (or 582 to 678 points)
F = < 60% (581 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:  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:

    During Week 1 read chapters one and two.  Chapters one and two will discuss compensation systems and how they intergrate into business environments.  Also you'll learn about reward systems and how it benefits the work organization.

    Week One Assignment

      • Readings:
      • Read Chapters 1 and 2
      • Class Activities: Introduction to online computer conference learning. Introduction and discussion of syllabus/assignment schedule. Course overview. Answer chapter one review questions on page 13, and chapter two review questions on page 24. Turn in assignment in the drop box.

     

    During Week 2, read chapters three and four. Chapters three and four provide the reader-student with a brief overview of the design of pay systems that differentiate pay-rewards for various groups of employees, the similarities and differences of pay and compensation programs throughout the world, and insights into the structure of organizations, the kinds of jobs or classes of jobs that employees occupy, ad data on the pay these employees receive.

    Week 2:

      • Readings:
      • Read Chapters 3 and 4
      • Class Activities: Answer chapter three review questions, 1-4, on page 38 and chapter four review questions, 1-3, on page 75. Turn in assignment in the drop box.

     

    During Week 3, read chapter five. Chapter five covers in some detail the most powerful external forces that both directly and indirectly influence the design and administration of all compensation programs--government, legislation, agency enforcement, and court interpretations.

    Week 3:

      • Readings:
      • Chapter 5
      • Class Activities: Answer chapter five review questions, 3,4,6 on page 105.  Turn in assignment in the drop box.

     

    During Week 4, read chapter six. Chapter six focuses on the uses an organization can make of job analysis, the importance of gaining employee acceptance and cooperation before beginning a job analysis program, information available in an organization to assist in designing and developing a job analysis program, the roles of the job analyst, the incumbent, and the immediate supervisor in conducting a job analysis, and finally, the procedures used for collecting job information.

    Week 4:

      • Readings:
      • Chapter 6
      • Class Activities: Answer chapter six review questions 1-3 on page 135. Turn in assignment in drop box.

     

    During Week 5, read chapter seven. This chapter focuses on job descriptions, responsibility and duty statements, and some major parts of a basic job description.

    Week 5:

    • Readings:
    • Chapter 7

    Class Activities: Answer chapter seven review questions, 2, 3, 4 on page 170. Turn in assignment in the drop box.

     

    During Week 6, read chapters eight and nine. These chapters focus on job evaluations, strengths and weaknesses, influence of federal government legislation on job evaluation and Factor Evaluation System.

    Week 6:

      • Readings:
      • Chapters 8 and 9
      • Class Activities: Answer chapter eight review questions 1-3 on page 197 and chapter nine review questions 1-3 on page 230. Turn in assignment in the drop box.

     

    During Week 7, read chapters ten through thirteen. The chapter’s main focuses are compensation data collection system, jobs in demand, pay influences, team characteristics, incentive plans, pay for performance, motivation and influence on employee workplace contributions, merit pay, and design of performance appraisal instruments.

    Week 7:

      • Readings:
      • Chapters 10 through 13
      • Answer chapter thirteen review questions 1-6 on page 342.  Turn in assignment in the drop box.

     

    During Week 8, read chapters fourteen through sixteen. Chapters include work premuims, incentive wage plans, long term pay incentives, ESOPs, 401 (k), IRAs, SEPs, Keogh plans, SIMPLE, Roth, Education IRAs, employer benefits, and unemployment compensation. A proctored final exam will be given.

    Week 8:

      • Readings:
      • Chapters 14 through 16
      • Answer chapter 15 review questions 1-8 on page 390. A proctored final exam will be given.  Turn in assignment in the drop box.

    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.
    ONLINE NOTE: Students must participate in an academically related activity on a weekly basis in order to be marked present in an online class. Examples of academically-related activities include but are not limited to: contributing to an online discussion, completing a quiz or exam, completing an assignment, initiating contact with a faculty member to ask a course related question, or using any of the learning management system tools.

    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:3/12/2012 3:37:47 PM