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HR 434 Compensation Management
Czarnik, Lucy M.


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

U1SS 2012 RA

Faculty

Czarnik, Lucy M.

Title

Adjunct Faculty

Degrees/Certificates

MS Organization & Management/HRM
MHR Human Relations
BS Social Psychology

Office Location

Randolph Park Office or classroom

Office Hours

By appointment or immediately after class

Daytime Phone

210-566-9595

E-Mail

lucy.czarnik@park.edu

lucy@czarnik.net

Semester Dates

June 4 to July 29, 2012

Class Days

----R--

Class Time

4:55 - 10:20 PM

Prerequisites

AC202 & HR353

Credit Hours

3


Textbook:
Compensation Management in a Knowledge-Based World • 10TH 06

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.


Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:
In addition to the final exam, the overall class assessment is based on weekly discussions, homework questions, case studies and a mid-term exam. Individual homework assignments may alternate each week in the form of a case study or an article review. All assignments are designed to achieve and measure the student's comprehension of the core learning outcomes for this course. Weighting for each category is explained in the Grading Plan of this syllabus.

Grading:

My goal will be to give prompt, clear and useful feedback to help students learn about Compensation Management. Each student is responsible for
Discussion and participation in class
 8 @ 30 points = 240
Assignments/Homework
 3 @ 40 points = 120
Mid-Term Exam 
 160 points
Case Study (2 @ 90 points) Weeks 2 & 5
 180 points
Final Exam
 300 points
Total Points available
 1000 points
 

Percentage

Letter Grade

90% or more

A

80% - 89%

B

70% - 79%

C

60% - 69%

D

Less than 60%

F

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 submitted at all within 4 days of the due date, a grade of an "F" will be assigned.

Classroom Rules of Conduct:

Academic integrity is the foundation of the academic community. Each student has the primary responsibility for being academicall honest, students are advised to read and understand all sections of the Park University academic honesty policies, which can be found on page 93 of the Park University Undergraduated Catalog.
http://www.park.edu/undergrad/2010_11_Undergrad_Catalog
 
1.   Students are expected to come to class prepared and participate during all peer and class discussions.
2.   Students should keep all copies of all coursework as an electronic file until a grade has been assigned.
3.   Students will submit a typed, hard copy of all written assignments in class.
4.   If you have any questions about course materials or assignments, you are welcome to email me anytime.
 


Course Topic/Dates/Assignments:

Week One Assignment- Read chapters 1, 2 & 3 and be ready to discuss.
 
Week Two Assignment - Read chapters 4, 5 & 6
Job Analysis Case Study Assignment Directions 
1.   Research job analysis methodologies and make your recommendations on how to proceed.
2.   Outline the steps you will take to complete the analysis.
3.   Justify why you are taking these steps and following the process by discussing pros and cons of the approach over others.
4.   Your case analysis must have at least 3 sources (the text may be used as one source). Type your case analysis as a Microsoft Word document, double-spaced, APA format. Due at beginning of class. Be prepared to give a short presentation on your case study.
 
Week Three Assignment - Read chapters 7, 8, 9
Chapter 7 - Answer review question 2 page 170 & Chapter 8 answer question 3 on page 197. Minimum of two paragraphs per question, double spaced in APA format. Due at the beginning of class.
 
Week Four - Prepare for Mid term examination. Be ready to discuss Chapter 10 & 11.
 
Week Five Assignment - Read Chapters 12, 13, & 14
Recruitment & Retention Case Study Assignment Directions
1.   Explain the steps you would take to research exactly how your compensation and benefits package is impacting your recruiting and retention.
2.   Choose at least two factors of the compensation and benefits package you could add or increase to recruit new employees and two that could help reduce your turnover in that 15-22 month employee group.
3.   Justify the factors you want to add or change to the package.
4.   Your case analysis must have at least 3 sources (text may be used as one source). Type your case analysis as a Microsoft Word document, double spaced, APA format and submit at the beginning of class. Be prepared to give a short presentation
 
Week Six Assignment  - Read Chapters 15 & 16.
Chapter 15 answer question 4 on page 390 & Chapter 16 answer question 2 on page 408. Minimum of two paragraphs on each question, typed, double spaced in APA format. Due at the beginning of class.
 
Week Seven Assignment - Read Chapters 17 & 18.
Chapter 17 answer question 4 on page 467 & Chapter 18 question 7 on page 501. Minimum of two paragraphs on each question, typed, double spaced in APA format. Due at the beginning of class.
 
Week Eight - Prepare for final exam. Review all reading assignments and chapter questions.

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:5/2/2012 1:02:05 PM