Syllabus Entrance
Printer Friendly
Email Syllabus

HR 434 Compensation Management
Gebhardt, David A.


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 2013 DL

Faculty

Gebhardt, David A.

Title

Adjunct Faculty

Degrees/Certificates

MPA/Human Resources - Golden Gate University
BS/Management - Southern Illinois University
Licensed In Series 6 & 63; Varible Annuities; Mutual Funds

Office Location

Virtural

Office Hours

9:00am - 5pm (MST)

Daytime Phone

623-694-2487

E-Mail

david.gebhardt@park.edu

Semester Dates

March 18 - May 12, 2013

Class Days

Online

Class Time

Online

Prerequisites

AC202 and HR353

Credit Hours

3


Textbook:
Title:Compensation Management in a Knowledge Based World
Edition: 10th
Author: Richard I. Henderson
Publisher: Pearson Prentice Hall
Publication Date: 2006
ISBN #: 0-13-149479-1

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
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/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
Online Classroom Technical Support - For technical assistance with the Online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
FAQ's for Online Students - You might find the answer to your questions here.


Course Description:
HR 434 Compensation Management: A study of compensation theories, policies, systems and practices with emphasis on the design of effective compensation programs. The course views compensation basically from the employers point of view. 3:0:3. Prerequisite: AC202 and HR 353

Educational Philosophy:
I believe using different methods of instruction enhances the learning experience.  In this course you'll be exposed to lectures, videos, presentations, Internet links, web sites, and readings from various resources.  Each student has many different life experiences.  Students must agree to take the responsibility to engage with their instructor and peers in order to share your experiences.  I welcome students who are actively involved, think critically, and question material presented to them by me or their peers.  I also believe an instructor is not a giver of knowledge but a facilitator or a mentor for the student. 

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 income levels that determine social class structure.
  2. Explain major parts of a basic job description.
  3. Identify compensation plans employers offer to their employees.
  4. Describe the organizational budgeting process.
Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:
Examinations, homework assignments, class participation

Final examination - An examination will be taken in person during the 8th week of instruction at
one of the Park University sites around the country or at an alternative location approved by your
Instructor where Park University sites are not available.  It will be the responsibility of the
student to arrange for a proctor, by the 6th week of the term, who will be accepted and approved
by the instructor.  Guidelines for selecting an acceptable proctor can be found at the Park
University Website.  For proctored examinations, photo identification is required at the time of
the test.  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 me 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. All graded activities, assignments, quizzes/tests,
participation grade, projects, etc. that will be required should be listed here, and should include
due dates for each item. Each student will also be required to participate in classroom
discussions, develop a weekly reaction paper, and a course position paper.

Grading:

Total course points = 1000pts 

  • Weekly Discussions = 140pts ( 20pts per week; a discussion question will be given in Week 8 but not graded) (14% of total grade)
  • Case Study 1 = 100pts (10% of total grade)
  • Exam 1 = 100pts (10% of total grade)
  • Case Study 2 = 100pts (10% of total grade)
  • Research Paper = 160pts (16% of total grade)
  • Exam 2 = 100pts (10% of total grade)
  • Proctored Final Exam = 300pts (30% of total grade)
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.

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

*Late submission of materials.
Late assignments will have a 10% per day penalty.  If assignment(s) are not submitted within 3 days after the due date, they will not be accepted.

If a medical emergency occurs and you cannot turn in your assignment(s), a written excuse must be signed by a medical professional.

If you have a business trip during the term, all assignments must be completed and turned in prior to your departure. Otherwise, a late penalty may occur.

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 three days from the due date,  a grade of an "F" will be assigned.

Course Topic/Dates/Assignments:

During Week 1 read Chapters One, Two and Three.  Chapters One and Two will discuss compensation systems and how they integrate into business environments.  Chapter Three describes major components of a compensation program.

Week One Assignment

Reading Assignment:


Chapter 1 - Compensation in a Knowledge-Based Global Economy
Chapter 2 - The Reward System: Compensation & Non-compensation Dimensions
Chapter 3 - The World of Pay and Compensation

Class Activities:
Answer the course discussion questions (10 pts each).

During Week 2
read Chapters Four, Five and Six. Chapter Four describes exempt and non-exempt employee pay systems. Chapter Five discusses pension reform and ERISAs impact in organizations. Chapter Six describes various roles of a job analyst and their functions.    

Week Two Assignment 

 Reading Assignment:

Chapter 4 - Organizational Structure:  Strategic And Tactical Compensation Issues
Chapter 5 - Legislation And Compensation
Chapter 6 - Job Analysis Case Study

Class Activities:
Answer the course discussions questions (10pts each). Case Study 1 due (100 pts). Take Practice Quiz (Not Graded).

During Week 3 read Chapters Seven, Eight, and Nine. Chapter Seven discusses various elements of the job description. The elements discussed include job title, job summary, duties, responsibilities, accountabilities, and job employment standards. In Chapter Eight you’ll learn about methods used in job evaluations. Chapter Nine will give you an understanding of the Factor Evaluation System (FES).

Week Three Assignment 

Reading Assignment:

Chapter 7 - Job Description
Chapter 8 - Job Evaluation
Chapter 9 - A Point-Factor Method of Job Evaluation

Class Activities: Answer the course discussions questions (10pts each). 

During Week 4 read Chapters Ten and Eleven. Chapter Ten lists major problems that restrict the gathering an analysis of pay survey data. Chapter Eleven gives design characteristics of pay structures.

Week Four Assignment 

Reading Assignment:

Chapter 10 – Surveying Market Pay & Compensation Practices
Chapter 11 – Designing A Base Pay Structure

Class Activities: Answer the course discussions questions (10pts each). Exam 1 is due (100pts). Take Practice Quiz (Not Graded).

During Week 5 read Chapters Twelve, Thirteen, and Fourteen. Chapter Twelve describes design and work teams. Chapter Thirteen discusses performance pay and job appraisals. Chapter Fourteen describes the impact of short term incentives and how it impacts organizations.  

Week Five Assignment 

Reading Assignment:

Chapter 12 – Team-Based Pay In A Knowledge-Based World
Chapter 13 – Measuring and Paying For Performance
Chapter 14 – Short Term Incentives

Class Activities: Answer the course discussions questions (10pts each). Case Study 2 due (100pts).

During Week 6 read Chapters Fifteen and Sixteen. Chapter Fifteen discusses employee benefits such as 401(k)s, IRAs, SEP and Keogh plans. Chapter Sixteen gives insight how executive pay impacts organizations. Also, this chapter gives an overview on tax legislation and corporate insurance programs.  

Week Six Assignment 

Reading Assignment:

Chapter 15 – Long Term Incentives & Wealth Building
Chapter 16 – Executive & International Compensation

Class Activities: Answer the course discussions questions (10pts each). Research Paper due (160pts).

During Week 7 read Chapters Seventeen and Eighteen. Chapter Seventeen discusses the role of federal and state legislation in the design of a benefits program. This chapter will take a look at health care plans and employee benefit programs. Chapter Eighteen examines organizational budgeting processes. It’ll describe how pay adjustments affects employee compensation.  

Week Seven Assignment 

Reading Assignment:

Chapter 17 – Benefits & Services
Chapter 18 – Pay Delivery Administration

Class Activities: Answer the course discussions questions (10pts each). Exam 2 is due (100pts). Take Practice Quiz (Not Graded).

During Week 8 you’ll prepare for the final exam. Please review all reading assignments and practice quizzes. 

Reading Assignment:

None

Class Activities: Proctored Final Exam (300 pts).

Grading Criteria:

Discussion Questions: 10pts each (Total for all weeks 140pts)

Case Study 1: 100pts—Due in Week 2

Take Home Exam 1: 100pts—Due in Week 4

Case Study 2: 100pts—Due in Week 5

Research Paper: 160pts—Due in Week 6

Take Home Exam 2: 100pts—Due in Week 7

Proctored Final Exam: 300pts—Complete by end of Week 8

Total Course Points: 1000

Participation (Discussion Questions)

Students are required to answer and participate in weekly discussions. Each week two discussion questions will be posted and should be answered completely. Each question is worth 10 points. Two peer responses are required. 10 points for each discussion will be given if the question is answered completely with the minimum of 2 peer responses. Points will be deducted for unclear and incomplete answers, not meeting minimum peer responses, and short answers such as: I agree, OK, Great thought, etc.

Case Analysis Papers & Research Paper

For grading criteria and requirements, visit the 'Grading Rubric' link located in the Course Home Section.

 Exams 1 & 2

Both Exams are worth 100 points each.  Exam 1 will be taken in Week 4 and Exam 2 will be taken in Week 7.  Each exam is timed and can only be taken once.  Both  exams will consist of 10 essay questions and worth 10 points each. 

Proctored Final Exam

The proctored final exam is worth 300 points and due in Week 8.

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 2012-2013 Undergraduate Catalog Page 97

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 2012-2013 Undergraduate Catalog Page 95

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 2012-2013 Undergraduate Catalog Page 98

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 

Copyright:

This material is protected by copyright and can not be reused without author permission.

Last Updated:3/10/2013 2:32:52 PM