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**files (2)**
– ## CompensationManagmentHRM6305UnitIIIEssay.docx
– ## UnitIIIStudyGuide.pdf
**## CompensationManagmentHRM6305UnitIIIEssay.docx**
2
Compensation Management HRM 6305 Unit III Essay
Top of Form
You are the human resources (HR) manager for a technology company that provides technical support for hospitals using computer systems that share information. Your company has just been awarded a new contract that is requiring a huge increase in the organization's workforce. The contract will involve providing technical support for several large hospital systems in the Midwest. As a result, you have been asked to outline the process that you will use to develop an internally consistent compensation system and present it to the owners of the company for approval.
Create a minimum three-page essay, including an introduction and conclusion, in which you address the following issues:
· Describe the reasons why an internally consistent compensation system is necessary.
· Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order 11246 on compensation practices.
· Outline the process involved in creating an internally consistent compensation system.
· In the introduction to your essay, create a fictional name and location for your company.
Make sure that your essay includes enough information to convince the owners that the time, effort, and manpower that this process will take will be worth it to the company in the long run. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed. This formal
paper example provided by the CSU Writing Center shows this type of formatting.
**## UnitIIIStudyGuide.pdf**
HRM 6305, Compensation Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
7. Categorize workers by the type of pay and benefits received.
7.1 Describe the purpose of internally consistent compensation systems.
7.2 Outline the process used to create internally consistent compensation systems.
Required Unit Resources
Chapter 6: Building Internally Consistent Compensation Systems
Unit Lesson
In any organization, it is important to develop internally consistent compensation systems. This means that
those employees who have higher qualifications, more responsibilities, and complete more complex work
tasks are paid more money than those employees with less responsibilities and less qualifications. Pay
structures are developed and are based on consistently developed and applied structures.
All pay systems need to have internal equity, which means that employees working similar jobs are paid
similarly. Pay systems need to demonstrate a perception of fairness to all employees. If the employees
perceive the pay structure as fair, the employees are likely to perceive the organization’s leaders are fair
as well.
Internal equity can also protect against discrimination. Laws such as Title VII of the Civil Rights Act of 1964,
the Age Discrimination in Employment Act of 1967, and the Lilly Ledbetter Fair Pay Act of 2009 are major
considerations when addressing differences in wages for workers doing the same jobs. When the
organization establishes internal consistency, the organization mitigates the risk to the organization.
In addition to internal equity, the organization needs to pay employees consistently. A part of the process of
developing an internally consistent pay structure includes conducting a job analysis to determine the worth of
each job and the components of a job.
A job description establishes the knowledge, skills, abilities, and responsibilities required for a positon. The
job description then determines the job worth and the amount of pay for that positon. The more clearly the job
analysis can determine the job description, the easier it is for the organization to justify the pay. Clear pay
structures limit allegations of unfair treatment or inequitable pay for the same job.
Job evaluations play an important role in determining how individuals are compensated. The biggest problem
with job evaluations are the subjectivity with which they are conducted and the rate at which jobs
fundamentally change. Both the subjectivity and the rate of change can cause inaccurate and unreliable
ratings unless rating scales are clearly defined and job evaluators are trained and consistent. Those
performing the job evaluations must be provided with complete and accurate information.
The job evaluation process consists of the following six steps:
• determining whether a single or a multiple job evaluation should be utilized,
• choosing individuals to serve on a job evaluation committee,
• training individuals to perform job evaluations,
• ensuring that the job evaluation plan has been documented,
• communicating the job evaluation result to employees, and
UNIT III STUDY GUIDE
Consistent Compensation Systems
HRM 6305, Compensation Management 2
UNIT x STUDY GUIDE
Title
• setting up a process by which employees can appeal the job evaluation results (Martocchio, 2020).
Job evaluation methods can be categorized as market-based evaluation or job-content evaluation. In market-
based evaluation, market data within the industry that the organization is a part of is used to determine how
much a particular job is worth. That data is then used to determine whether or not the organization is paying
employees too little or too much relative to what other organizations in the industry are paying. When pay is
too low, the organization will have a hard time recruiting high-quality applicants, and when pay is too high, the
organization will not remain profitable (Martocchio, 2020).
Job-content evaluation plans, on the other hand, place more emphasis on the internal workings of the
organization and how each particular job fits into it. The most common approach to job-content evaluations is
the point-factor rating scale. The following steps are used to develop a point-factor scale:
• Define the compensable factors that will be used to determine job worth.
• Determine the number of levels for each factor.
• Define each degree level.
• Weight each compensable factor in relative importance for determining job worth.
• Assign point values to the degrees associated with each compensable factor (Martocchio, 2020).
Evaluators use job descriptions to rate each job and then calculate a total point value for a job by adding up
the points earned for each compensable factor. Compensable factors include things such as education,
experience, knowledge, physical effort, mental effort, decision-making, consequences or errors, degree of
influence, supervisory responsibilities, responsibilities for independent action, fiscal responsibility, risks, and
physical and personal demands. The overall score for each job should reflect that job’s relative worth to the
organization. If done correctly, the job evaluation method should establish internal consistency for the
organization. This consistency is essential for a successful organization.
Reference
Martocchio, J. J. (2020). Strategic compensation: A human resource management approach (10th ed.).
Pearson. https://online.vitalsource.com/#/books/9780135201930
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
Review the case studies to gain a better understanding of the course materials as they relate to
compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
Student Break Room forum.
**## UnitIIIStudyGuide.pdf**
HRM 6305, Compensation Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
7. Categorize workers by the type of pay and benefits received.
7.1 Describe the purpose of internally consistent compensation systems.
7.2 Outline the process used to create internally consistent compensation systems.
Required Unit Resources
Chapter 6: Building Internally Consistent Compensation Systems
Unit Lesson
In any organization, it is important to develop internally consistent compensation systems. This means that
those employees who have higher qualifications, more responsibilities, and complete more complex work
tasks are paid more money than those employees with less responsibilities and less qualifications. Pay
structures are developed and are based on consistently developed and applied structures.
All pay systems need to have internal equity, which means that employees working similar jobs are paid
similarly. Pay systems need to demonstrate a perception of fairness to all employees. If the employees
perceive the pay structure as fair, the employees are likely to perceive the organization’s leaders are fair
as well.
Internal equity can also protect against discrimination. Laws such as Title VII of the Civil Rights Act of 1964,
the Age Discrimination in Employment Act of 1967, and the Lilly Ledbetter Fair Pay Act of 2009 are major
considerations when addressing differences in wages for workers doing the same jobs. When the
organization establishes internal consistency, the organization mitigates the risk to the organization.
In addition to internal equity, the organization needs to pay employees consistently. A part of the process of
developing an internally consistent pay structure includes conducting a job analysis to determine the worth of
each job and the components of a job.
A job description establishes the knowledge, skills, abilities, and responsibilities required for a positon. The
job description then determines the job worth and the amount of pay for that positon. The more clearly the job
analysis can determine the job description, the easier it is for the organization to justify the pay. Clear pay
structures limit allegations of unfair treatment or inequitable pay for the same job.
Job evaluations play an important role in determining how individuals are compensated. The biggest problem
with job evaluations are the subjectivity with which they are conducted and the rate at which jobs
fundamentally change. Both the subjectivity and the rate of change can cause inaccurate and unreliable
ratings unless rating scales are clearly defined and job evaluators are trained and consistent. Those
performing the job evaluations must be provided with complete and accurate information.
The job evaluation process consists of the following six steps:
• determining whether a single or a multiple job evaluation should be utilized,
• choosing individuals to serve on a job evaluation committee,
• training individuals to perform job evaluations,
• ensuring that the job evaluation plan has been documented,
• communicating the job evaluation result to employees, and
UNIT III STUDY GUIDE
Consistent Compensation Systems
HRM 6305, Compensation Management 2
UNIT x STUDY GUIDE
Title
• setting up a process by which employees can appeal the job evaluation results (Martocchio, 2020).
Job evaluation methods can be categorized as market-based evaluation or job-content evaluation. In market-
based evaluation, market data within the industry that the organization is a part of is used to determine how
much a particular job is worth. That data is then used to determine whether or not the organization is paying
employees too little or too much relative to what other organizations in the industry are paying. When pay is
too low, the organization will have a hard time recruiting high-quality applicants, and when pay is too high, the
organization will not remain profitable (Martocchio, 2020).
Job-content evaluation plans, on the other hand, place more emphasis on the internal workings of the
organization and how each particular job fits into it. The most common approach to job-content evaluations is
the point-factor rating scale. The following steps are used to develop a point-factor scale:
• Define the compensable factors that will be used to determine job worth.
• Determine the number of levels for each factor.
• Define each degree level.
• Weight each compensable factor in relative importance for determining job worth.
• Assign point values to the degrees associated with each compensable factor (Martocchio, 2020).
Evaluators use job descriptions to rate each job and then calculate a total point value for a job by adding up
the points earned for each compensable factor. Compensable factors include things such as education,
experience, knowledge, physical effort, mental effort, decision-making, consequences or errors, degree of
influence, supervisory responsibilities, responsibilities for independent action, fiscal responsibility, risks, and
physical and personal demands. The overall score for each job should reflect that job’s relative worth to the
organization. If done correctly, the job evaluation method should establish internal consistency for the
organization. This consistency is essential for a successful organization.
Reference
Martocchio, J. J. (2020). Strategic compensation: A human resource management approach (10th ed.).
Pearson. https://online.vitalsource.com/#/books/9780135201930
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
Review the case studies to gain a better understanding of the course materials as they relate to
compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
Student Break Room forum.
**## CompensationManagmentHRM6305UnitIIIEssay.docx**
2
Compensation Management HRM 6305 Unit III Essay
Top of Form
You are the human resources (HR) manager for a technology company that provides technical support for hospitals using computer systems that share information. Your company has just been awarded a new contract that is requiring a huge increase in the organization's workforce. The contract will involve providing technical support for several large hospital systems in the Midwest. As a result, you have been asked to outline the process that you will use to develop an internally consistent compensation system and present it to the owners of the company for approval.
Create a minimum three-page essay, including an introduction and conclusion, in which you address the following issues:
· Describe the reasons why an internally consistent compensation system is necessary.
· Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order 11246 on compensation practices.
· Outline the process involved in creating an internally consistent compensation system.
· In the introduction to your essay, create a fictional name and location for your company.
Make sure that your essay includes enough information to convince the owners that the time, effort, and manpower that this process will take will be worth it to the company in the long run. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed. This formal
paper example provided by the CSU Writing Center shows this type of formatting.
**## UnitIIIStudyGuide.pdf**
HRM 6305, Compensation Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
7. Categorize workers by the type of pay and benefits received.
7.1 Describe the purpose of internally consistent compensation systems.
7.2 Outline the process used to create internally consistent compensation systems.
Required Unit Resources
Chapter 6: Building Internally Consistent Compensation Systems
Unit Lesson
In any organization, it is important to develop internally consistent compensation systems. This means that
those employees who have higher qualifications, more responsibilities, and complete more complex work
tasks are paid more money than those employees with less responsibilities and less qualifications. Pay
structures are developed and are based on consistently developed and applied structures.
All pay systems need to have internal equity, which means that employees working similar jobs are paid
similarly. Pay systems need to demonstrate a perception of fairness to all employees. If the employees
perceive the pay structure as fair, the employees are likely to perceive the organization’s leaders are fair
as well.
Internal equity can also protect against discrimination. Laws such as Title VII of the Civil Rights Act of 1964,
the Age Discrimination in Employment Act of 1967, and the Lilly Ledbetter Fair Pay Act of 2009 are major
considerations when addressing differences in wages for workers doing the same jobs. When the
organization establishes internal consistency, the organization mitigates the risk to the organization.
In addition to internal equity, the organization needs to pay employees consistently. A part of the process of
developing an internally consistent pay structure includes conducting a job analysis to determine the worth of
each job and the components of a job.
A job description establishes the knowledge, skills, abilities, and responsibilities required for a positon. The
job description then determines the job worth and the amount of pay for that positon. The more clearly the job
analysis can determine the job description, the easier it is for the organization to justify the pay. Clear pay
structures limit allegations of unfair treatment or inequitable pay for the same job.
Job evaluations play an important role in determining how individuals are compensated. The biggest problem
with job evaluations are the subjectivity with which they are conducted and the rate at which jobs
fundamentally change. Both the subjectivity and the rate of change can cause inaccurate and unreliable
ratings unless rating scales are clearly defined and job evaluators are trained and consistent. Those
performing the job evaluations must be provided with complete and accurate information.
The job evaluation process consists of the following six steps:
• determining whether a single or a multiple job evaluation should be utilized,
• choosing individuals to serve on a job evaluation committee,
• training individuals to perform job evaluations,
• ensuring that the job evaluation plan has been documented,
• communicating the job evaluation result to employees, and
UNIT III STUDY GUIDE
Consistent Compensation Systems
HRM 6305, Compensation Management 2
UNIT x STUDY GUIDE
Title
• setting up a process by which employees can appeal the job evaluation results (Martocchio, 2020).
Job evaluation methods can be categorized as market-based evaluation or job-content evaluation. In market-
based evaluation, market data within the industry that the organization is a part of is used to determine how
much a particular job is worth. That data is then used to determine whether or not the organization is paying
employees too little or too much relative to what other organizations in the industry are paying. When pay is
too low, the organization will have a hard time recruiting high-quality applicants, and when pay is too high, the
organization will not remain profitable (Martocchio, 2020).
Job-content evaluation plans, on the other hand, place more emphasis on the internal workings of the
organization and how each particular job fits into it. The most common approach to job-content evaluations is
the point-factor rating scale. The following steps are used to develop a point-factor scale:
• Define the compensable factors that will be used to determine job worth.
• Determine the number of levels for each factor.
• Define each degree level.
• Weight each compensable factor in relative importance for determining job worth.
• Assign point values to the degrees associated with each compensable factor (Martocchio, 2020).
Evaluators use job descriptions to rate each job and then calculate a total point value for a job by adding up
the points earned for each compensable factor. Compensable factors include things such as education,
experience, knowledge, physical effort, mental effort, decision-making, consequences or errors, degree of
influence, supervisory responsibilities, responsibilities for independent action, fiscal responsibility, risks, and
physical and personal demands. The overall score for each job should reflect that job’s relative worth to the
organization. If done correctly, the job evaluation method should establish internal consistency for the
organization. This consistency is essential for a successful organization.
Reference
Martocchio, J. J. (2020). Strategic compensation: A human resource management approach (10th ed.).
Pearson. https://online.vitalsource.com/#/books/9780135201930
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
Review the case studies to gain a better understanding of the course materials as they relate to
compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
Student Break Room forum.
**## CompensationManagmentHRM6305UnitIIIEssay.docx**
2
Compensation Management HRM 6305 Unit III Essay
Top of Form
You are the human resources (HR) manager for a technology company that provides technical support for hospitals using computer systems that share information. Your company has just been awarded a new contract that is requiring a huge increase in the organization's workforce. The contract will involve providing technical support for several large hospital systems in the Midwest. As a result, you have been asked to outline the process that you will use to develop an internally consistent compensation system and present it to the owners of the company for approval.
Create a minimum three-page essay, including an introduction and conclusion, in which you address the following issues:
· Describe the reasons why an internally consistent compensation system is necessary.
· Assess the impact of the Civil Rights Act of 1964, the Bennett Amendment, and Executive Order 11246 on compensation practices.
· Outline the process involved in creating an internally consistent compensation system.
· In the introduction to your essay, create a fictional name and location for your company.
Make sure that your essay includes enough information to convince the owners that the time, effort, and manpower that this process will take will be worth it to the company in the long run. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed. This formal
paper example provided by the CSU Writing Center shows this type of formatting.
**## UnitIIIStudyGuide.pdf**
HRM 6305, Compensation Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
7. Categorize workers by the type of pay and benefits received.
7.1 Describe the purpose of internally consistent compensation systems.
7.2 Outline the process used to create internally consistent compensation systems.
Required Unit Resources
Chapter 6: Building Internally Consistent Compensation Systems
Unit Lesson
In any organization, it is important to develop internally consistent compensation systems. This means that
those employees who have higher qualifications, more responsibilities, and complete more complex work
tasks are paid more money than those employees with less responsibilities and less qualifications. Pay
structures are developed and are based on consistently developed and applied structures.
All pay systems need to have internal equity, which means that employees working similar jobs are paid
similarly. Pay systems need to demonstrate a perception of fairness to all employees. If the employees
perceive the pay structure as fair, the employees are likely to perceive the organization’s leaders are fair
as well.
Internal equity can also protect against discrimination. Laws such as Title VII of the Civil Rights Act of 1964,
the Age Discrimination in Employment Act of 1967, and the Lilly Ledbetter Fair Pay Act of 2009 are major
considerations when addressing differences in wages for workers doing the same jobs. When the
organization establishes internal consistency, the organization mitigates the risk to the organization.
In addition to internal equity, the organization needs to pay employees consistently. A part of the process of
developing an internally consistent pay structure includes conducting a job analysis to determine the worth of
each job and the components of a job.
A job description establishes the knowledge, skills, abilities, and responsibilities required for a positon. The
job description then determines the job worth and the amount of pay for that positon. The more clearly the job
analysis can determine the job description, the easier it is for the organization to justify the pay. Clear pay
structures limit allegations of unfair treatment or inequitable pay for the same job.
Job evaluations play an important role in determining how individuals are compensated. The biggest problem
with job evaluations are the subjectivity with which they are conducted and the rate at which jobs
fundamentally change. Both the subjectivity and the rate of change can cause inaccurate and unreliable
ratings unless rating scales are clearly defined and job evaluators are trained and consistent. Those
performing the job evaluations must be provided with complete and accurate information.
The job evaluation process consists of the following six steps:
• determining whether a single or a multiple job evaluation should be utilized,
• choosing individuals to serve on a job evaluation committee,
• training individuals to perform job evaluations,
• ensuring that the job evaluation plan has been documented,
• communicating the job evaluation result to employees, and
UNIT III STUDY GUIDE
Consistent Compensation Systems
HRM 6305, Compensation Management 2
UNIT x STUDY GUIDE
Title
• setting up a process by which employees can appeal the job evaluation results (Martocchio, 2020).
Job evaluation methods can be categorized as market-based evaluation or job-content evaluation. In market-
based evaluation, market data within the industry that the organization is a part of is used to determine how
much a particular job is worth. That data is then used to determine whether or not the organization is paying
employees too little or too much relative to what other organizations in the industry are paying. When pay is
too low, the organization will have a hard time recruiting high-quality applicants, and when pay is too high, the
organization will not remain profitable (Martocchio, 2020).
Job-content evaluation plans, on the other hand, place more emphasis on the internal workings of the
organization and how each particular job fits into it. The most common approach to job-content evaluations is
the point-factor rating scale. The following steps are used to develop a point-factor scale:
• Define the compensable factors that will be used to determine job worth.
• Determine the number of levels for each factor.
• Define each degree level.
• Weight each compensable factor in relative importance for determining job worth.
• Assign point values to the degrees associated with each compensable factor (Martocchio, 2020).
Evaluators use job descriptions to rate each job and then calculate a total point value for a job by adding up
the points earned for each compensable factor. Compensable factors include things such as education,
experience, knowledge, physical effort, mental effort, decision-making, consequences or errors, degree of
influence, supervisory responsibilities, responsibilities for independent action, fiscal responsibility, risks, and
physical and personal demands. The overall score for each job should reflect that job’s relative worth to the
organization. If done correctly, the job evaluation method should establish internal consistency for the
organization. This consistency is essential for a successful organization.
Reference
Martocchio, J. J. (2020). Strategic compensation: A human resource management approach (10th ed.).
Pearson. https://online.vitalsource.com/#/books/9780135201930
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Each chapter of your textbook contains a case study related to the main theory or concept within the chapter.
Review the case studies to gain a better understanding of the course materials as they relate to
compensation considerations. Feel free to discuss the chapter case studies with your classmates in the
Student Break Room forum.