Syllabus Entrance
Printer Friendly
Email Syllabus

HR 434 Compensation Management
Mc Cormick, Peggy


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

S2B 2013 BL

Faculty

Mc Cormick, Peggy

Title

Adjunct Instructor

Degrees/Certificates

M.A. Human Resource Administration
B.S.  Admin/Mgmt

Office Location

Ft Bliss Campus

Office Hours

Friday 4:30 pm to 10:00 pm

Daytime Phone

915-747-6585

Other Phone

915-248-8705

E-Mail

peggy.mccormick@park.edu

mccormick1017@yahoo.com

Semester Dates

18 Mar 2013-12 May 2013

Class Days

F

Class Time

5:00 - 10:00 PM

Prerequisites

AC202, HR353

Credit Hours

3


Textbook:
 

Compensation Management In A Knowledge Based World,
Henderson, Richard I; Edition 10th; Prentice Hall, Inc., 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/.


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:
Instructors are entrusted with the responsibility of serving as both a mentor and guide, opening minds by exposing students to new thoughts and ideas, all the while increasing their ability to discuss and defend their own positions both in discussions and in writing. I will make every effort to reach out to all students and use a variety of classroom techniques to relate to different learning styles and student experiences. These techniques are designed to encourage all students to participate in classroom discussions and other learning activities. In my classes this translates into a team-oriented environment that focuses on three components: critical thinking, team-building skills, and participation

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 the differences between “exempt” and “non-exempt” positions and the criteria used by the FLSA to determine these.
  2. Apply the 5 Elements of a Job Description.
  3. Implement a plan and align rewards with performance.
  4. Explain “The Glass Ceiling” and how it affects employee compensation
Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:
 

Each student will be assessed through the use of reading assignments, discussions, group project, group presentation, midterm and final exam. 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.

Class Participation - Students must participate in class discussions during each class period. Unexcused absences can affect the participation grade.

Mid-Term Exam – The exam will consist of multiple choice and essay question format. The exam will be based upon texts and PowerPoint sources.  The mid-term exam will be closed notes and closed book. Time limit will be 2 hours.

Final Exam - The exam will consist of multiple choice and essay question format. The exam will be based upon texts and PowerPoint sources. The final exam will be closed notes and closed book. Time limit will be 2 hours

Group Paper/Presentation - Research Paper written in APA format, the length of the paper will be a minimum of 6 pages not to exceed 10 pages with at least 3 references. Quality of the paper must be senior level with spelling, grammar, and format.
 Each group will present the information obtained in their research using MS PowerPoint. This presentation must be presented to the class and be approximately 15 to 20 minutes in length.

Grading:
 

Each student will be assessed through the use of reading assignments, discussions, individual class project, midterm and final exam. 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.

   

Item / Assignment

Points

Midterm Exam (20%)

200

Participation (15%)

150

Final Examination (25%)

250

Group Project (20%)

200

Group Presentation (20%)

200

Total Points Possible

1000

 

 Letter Grades:

Points

Grade

1000 - 900

A

899 - 800

B

799 - 700

C

699 - 600

D

Less than 599

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:
 

Assignments are late if they are not posted by 11:59 PM M.S.T. The day they are due.

Late assignments receive a 10% deduction for each day they are late. Assignments more than four days late will not be accepted unless the student/learner and instructor have negotiated and mutually agreed upon an alternative submission date in advance. Technological issues are not considered valid grounds for late assignment submission.

Classroom Rules of Conduct:
 

Assigned reading must be accomplished prior to class. Students are expected to fully participate in all classroom discussions. Each student's ability to express well-grounded opinions and demonstrate reasonable comprehension of the assigned material is essential, and constitutes a significant portion of the final grade.

Course Topic/Dates/Assignments:
 

8 Week

Format

Week

Note: learning outcomes often overlap.

Topics and Learning Outcomes

Reading

Assignments

1

Mar 22

Friday

 

Chapter 1 Compensation in Knowledge Based Global Economy

Chapter 6 Job Analysis

Reading Assignments: Chapters 1 and 6

Project Assignment: Start working on first portion of class project (Job Analysis)

2

Mar 29

Friday

 

 

Chapter 2 The Reward System

Chapter 3 The World of Pay and Compensation

Chapter 4 Organizational Structure

Chapter 5 Legislation and Compensation

Reading Assignments: Chapters 2 and 3

Reading Assignments: Chapters 4 and 5

 

Project Assignment: Continue on first portion of class project (Job Analysis) due no later than 11:59 PM M.S.T, 30 Mar 2013

3

5 Apr

Friday

 

 

Chapter 7 Job Description

 

Chapter 9 Point Factor Method

Reading Assignments: Chapters 7

Reading Assignments: Chapters 9

Midterm Review

Project Assignment: Start working on second portion of class project (Job Description)

4

12 Apr

Friday

 

 

Chapter 8 Job Evaluation


Chapter 10 Surveying Market Pay & Compensation Practices

 

Reading Assignments: Chapters 8 & 10
 
Midterm Exam

Project Assignment: Start working on third portion of class project (Job Evaluation)

Project Assignment: Continue on second portion of class project (Job Description) due no later than 11:59 PM M.S.T, 13 Apr 13

5

Apr 19

Friday

 

Chapter 11 Designing a Base Pay Structure

Chapter 12 Team-Based Pay in Knowledge-Based World

Exam Results

Reading Assignments: Chapters 11 and 12
 
Midterm Exam review

Project Assignment: Start working on final portion of class project (Pay Structure)

Project Assignment: Continue on third portion of class project (Job Evaluation) due no later than 11:59 PM M.S.T, 20 Apr 13

6

Apr 26

Friday

 

Chapter 13 Measuring and Paying for Performance

Chapter 14 Short Term Incentives

Chapter 15 Long Term Incentives

Reading Assignments: Chapters 13

Reading Assignments: Chapter 14 and 15

Project Assignment: Continue on final portion of class project (Pay Structure) due no later than 11:59 PM M.S.T, 29 September 2012
 
Project Assignment: Class Project  due no later than 11:59 PM M.S.T, 27 Apr 13

7

May 3

Friday

 

Chapter 16 Executive and International Compensation

Group Presentation

Final Exam Review

 

Reading Assignments: Chapters 16

Group Presentation

Final Review and Exam

 

8

May 10

Friday

 

 

Final Exam

Exam Results

 

 

ASSIGNMENTS:

The course instructor will provide an example and a project outline for all course assignments: Each assignment when combined as one complete document shall serve as the course overall project.

1.  Job Analysis: each  group will be required to complete a job analysis of a position (student's choice); the job analysis will identify the aspects of the daily requirements of the position, such as responsibilities and duties. (50 points)

2.  Job Description: the job description will include the conducting of a review for the position selected in the job analysis and completing a written description of the position, identifying the Knowledge, Skills, and Assessments; educational background required, and (if any) experience in the position. (50 points)

3.   Job Evaluation: The job evaluation portion of the overall course assignment will consist of each group conducting and documenting research into the typical pay scales available for the position. Pay scales will be for areas within the same geographical area as the job position. (50 points)

4.   Pay Structure: Each group will for the fourth and final portion of the overall course project establish and justify a pay scale for the chosen position by conducting an analysis of the current differences in each local economy. (For example a wage of $10.00 per hour in California is equal to $?? in Montana). (50 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 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.

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:2/16/2013 1:39:18 PM