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HR 434 Compensation Management
Dusing, Roger


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

SP 2013 HO

Faculty

Dusing, Roger

Title

AVP & Chief Human Resources Officer

Degrees/Certificates

Master of Science Administration
Bachelor of Science Industrial Engineering
Senior Professional in Human Resources (SPHR)

Office Location

Parkville, Missouri – Mackay Hall – Room LL4

Office Hours

8 AM to 4:30 PM Monday through Friday or by appointment

Daytime Phone

(816) 584-6386

Other Phone

(816) 289-7505

E-Mail

roger.dusing@park.edu

Semester Dates

January 14 – May 10

Class Days

-M-W-F-

Class Time

11:00 - 11:50 AM

Prerequisites

AC202 and HR 353

Credit Hours

3


Textbook:
Compensation, 10th Edition
George Milkovich | Jerry Newman | Barry Gerhart
ISBN-13: 9780073530499
McGraw-Hill Irwin
2011

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:
Lectures, videos, presentations, internet links, web sites, and readings will be utilized to enhance the learning environment. A key focus is the blend of academic material with practical application. This is a discussion oriented class. Students are expected to come prepared to actively discuss the topic at hand.

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. 1. Describe the two primary tenants of compensation – internal equity and external competitiveness.
  2. 2. Describe how employee contributions determine individual pay.
  3. 3. Explain the primary issues surrounding compensation compliance.
Core Assessment:
Final Exam and Case Study Report

Link to Class Rubric

Class Assessment:

Activity/Assignment

Points

Case Studies (3)

33 Points Each (100 Total Points)

Discussions (7)

28 Points Each (200 Total Points)

Compensation Project

150 Points

Exam (2)

125 Points Each (250 Total Points)

Final Exam

300 Points

Grading:

Activity/Assignment

Points

Total Points

Pct of Total Grade

Case Studies (4)

25 Points Each

100 Total Points

10%

Discussions (8)

25 Points Each

200 Total Points

20%

Compensation Project

150 Points

150 Total Points

15%

Exams

125 Points Each

250 Total points

25%

Final Exam

300 Points

300 Total Points

30%

Course Grading Scale:

900-1000 points = A
800-899 points = B
700-799 points = C
600-699 points = D
Less than 600 points = 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:
Late assignments will not be accepted without prior approval from the instructor. Please let me know in advance if you cannot complete an assignment by the due date. All due dates will correspond to the Central Time Zone. Cases and Class Discussions missed due to unexcused absences may not be made up.

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 recordsincludes, 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 University.  Park University's academic honesty policy and related procedures can be found in full in the 2004-2005 Park University Undergraduate

Course Topic/Dates/Assignments:
Case Studies- Answer questions for 2 case studies for weeks when assigned. Written answer should be 2-3 paragraphs per case.

Discussions- Take an active part in the periodic in-class group discussions. Discussion points will be awarded both on the amount of participation and the value added to the discussion.

Compensation Project-Students will be furnished a database of employment data and asked to create a graded salary structure, insert employees into that structure and explain their work - due week 15. They will then present that project to the class during week 16.

Exams- A proctored exam to be taken during week 6 covering material from week 1-5. A proctored exam to be taken during week 12 covering material from week 7-11.

Final Exam- A proctored exam to be taken during week 17 and covers material from week 1-15.



Week #

Week of

Topics Covered

Assignments

1

14-Jan

Intro - Chpt. 1

Class Discussion

2

21-Jan

Chpt. 2, Chpt. 17

None

3

28-Jan

Chpt. 3

Class Discussion

4

4-Feb

Chpt. 4, Job Descriptions

Case Study

5

11-Feb

Chpt. 5

Class Discussion

6

18-Feb

No new material

Exam 1

7

25-Feb

The Hay Method

Class Discussion

8

4-Mar

Chpt. 6, Chpt. 7

Case Study


11-Mar

Spring Break

None

9

18-Mar

Chpt. 8,
Salary Surveys

Class Discussion

10

25-Mar

Chpt. 8, Chpt. 9

None

11

1-Apr

Chpt. 10, Chpt. 11

None

12

8-Apr

No new material

Exam 2

13

15-Apr

Chpt. 12, Chpt. 13

Case Study

14

22-Apr

Chpt. 14, Chpt. 15

Class Discussion

15

29-Apr

Chpt. 16, Chpt. 18

Project Due/Class Discussion

16

6-May

No new material

None

17

13-May

No new material

Final Exam

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 95-96

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 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 2011-2012 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 .

Bibliography:
Roger is the Associate Vice President and Chief Human Resources Officer for Park University. I’ve been with Park for about 18 months, but have been an HR guy for almost 30 years. My undergraduate degree in in Industrial Engineering and I tend to see HR from more of a systems and problems solving focus than many HR professionals. I’ve worked in a wide variety of industries and have a broad perspective on how HR really works in organizations.



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:12/26/2012 8:39:15 AM