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HR 434 Compensation Management
Lewis, Leslie Hugh


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

U1A 2013 BE

Faculty

Lewis, Leslie Hugh

Title

Adjunct Faculty

Degrees/Certificates

M. Ed. HRD and Adult Education, University of Texas at Austin
MBA Management Systems, University of North Texas
BBA Economics/Fin and Management, Baylor University

Office Location

Rm 209 Austin Center

Office Hours

3-10 T-R

Daytime Phone

512-251-4061  Leave message

E-Mail

leslie.lewis@park.edu

Semester Dates

June 3 to July 28, 2013

Class Days

--T-R--

Class Time

5:10 - 7:50 PM

Prerequisites

AC202 and HR 353

Credit Hours

3


Textbook:

  Compensation Management in a Knowledge-Based World, Tenth Edition,
2006,Richard I. Henderson, ISBN 0-13-149479-1, Prentice Hall
 
This a required text and can be purchased new, used or rented.

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
Austin Campus Center Resource Center has PCs, Internet Connection, and printer.  It also contains our campus library.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           

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:
I will serve as your facilitator and will work with you to take responsibility for your learning processes and work. You will learn how to perform research for your case studies and discussion topics using the World Wide Web and your text. I develop my classes with the assumption that We are all Life Time Learners and that adults learn better if they are part of the learning process itself. In order to succeed in this course, the student must first and foremost be in class for all meetings. The student must conscientiously prepare for class by reading the text prior to class. Taking notes on the reading will also be to the student's benefit. The student should be prepared to answer questions and solve problems in class as well as cases. The student must also satisfactorily complete all examinations and homework in the class. All methods of instruction are designed to transfer new material by clarifying and emphasizing subject areas presented in the text. The lecture relies on the fact that you have read the assigned material and have completed any assignment relating to it. We can then take this learning and find situation to apply the new knowledge.

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:



1.     Each student is required to read all assigned material before class and be prepared to participate in
class discussions and activities in class or on-line.

Grading will be based on class interactivity, two exams, case study homework and class discussion, and research paper. The exams will be a made up of some multiple choice and a majority of essay questions. The research paper will be based on logic, depth of analysis, ability to relate the subject to the text and your other sources.

Comprehensive Final will not be a take-home test and will be closed book and closed notes.  A case study report will also be required.


2. CLASS Attendance & P
articipation/Discussion:

Students will receive 1 point per class for attendance. A total of 8 points are available for class attendance for the term. 

Discussion policy:  Only timely and relevant discussion will be evaluated positively. A total of 100 points is available for class discussion during the term.  A lack of participation in class and case discussions will lead the
instructor to conclude the student is not prepared to participate and could have a negative effect on the student's participation grade.  Also, case discussions will be done during the term with 120 points possible during the term.

3. PAPER/PRESENTATION: Students are required to turn in a research report of not less than 8 pages (double spaced, 12 point font) in a research paper format on a current compensation issue or trend in
the U.S./global or a case approved by the instructor. The report publication guideline used is APA.

An oral presentation to the class with Power Points, not to exceed 15 minutes, of the case's high points and solution is also required for each student. You need a minimum of two references from printed material other that your text and two references from the Internet.

4. Student Chapter Presentation:
In order to enable the student to become conversant with the subject matter in the text and to perfect their presentation skills, each student will prepare and present one chapter from the text (not to exceed
50 minutes) this includes a brief outline, which is to be handed out to the class. The chapter outline for the class should include the chapter's learning objectives. The chapter will be one of the two chapters discussed in several classes. I will present the remaining chapter scheduled for that class. Chapter choice must be made by the 3rd class period. Student chapter presentations will begin on the 4th class period. The student will use our digital classroom's
capabilities.



 

Grading:


Grading:

All assignments were developed to enable the student to master the stated core
objectives.

Mid Term              20%     200 points

Final Exam             20        200

Final Case study     10         100

Case Studies            12         120        

Written Project        10         100

Class Discussion      10         100

Chapter Presentation 10         100

Class Attendance        8            80

                                100%      1000



 

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 work will not be accepted without prior approval of instructor.

Exam Make Up: If students miss an exam, they will have 1 week to take a makeup exam after
returning to class. The second (final) exam, however, must be made up within 24 hours of the assigned date or an F will be given for the exam.

If students miss the date for turning in the research paper or homework, the grade will be reduced one letter grade per day.



Classroom Rules of Conduct:

Profession conduct is expected and NO cell phones or PCs tuned in to anything but class topics and Power Points.



Course Topic/Dates/Assignments:

 

Class Week

DATE

Assignments

Incidents & Tests

1

4 jun

Intro

1

6 jun

Chpt 1

2

11 jun

Chpt 2 & 3

Case

2

13 jun

Chpt 4 case

3

18 jun

Chpt 5 case

 

3

20 jun

Chpt 6 case

case

4

25 jun

Chpt 7 & 8

4

27 jun

Mid-term

Mid Term

5

Jul 2

Chpt 9 case

ol

5

Jul 4

Chpt 10-11

ol

6

Jul 9

Chpt 12

6

Jul 11

Chpt 13

7

Jul 16

Chpt 14 - 15

Report Due

7

Jul 18

Chpt 16 case

 

8

Jul 23

Final & Topic Presentations

Final Exam & final case

8

Jul 25

Topic Presentations

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 

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Last Updated:4/28/2013 2:35:15 PM