1. Evaluasi Prendidikan dan Kinerja
EVALUASI PENDIDIKAN DAN EVALUASI PENDIDIKAN DAN KINERJA KINERJA STIMA IMMI STIMA IMMI J A k a r t a J A k a r t a
EVALUASI
EVALUASI sebagai dasar FUNGSI MANAJEMEN Prinsip dari Manajemen pengelolaan berbasis pada SISTEM- Seimbang>-Proses -Terdiri dari sub sistem -Output sinerqi - Whole (bagean satu merupakan keseluruhan)
- Sistem dari sub sistem
EVALUASI langkahnya mengukur, menilai, membandingkan sesuatu dengan satu ukuran Mengukur mengambil suatu keputusan Menilai
PENDIDIKAN
PENDIDIKAN sebagai belajar untuk menjadi orang beriman
dan bertakwa pada Tuhan YME , beraklag mulia, sehat,
berilmu, cakap, kreatif, mandiri yang demokratis dan
bertanggung jawab. (TUJUAN PENDIDIKAN NAsIONaL) PENDIDIKAN misi- Psiko pedagogic
- Sosio pedagogic
PENDIDIKAN adalah suatu proses terjadinya perubahan pada
perilaku diri individu, perubahan tidak hanya aspek kognitif
saja tapi aspek afektif serta psikomotorikPERUBAHAN perilaku yang terjadi pada individu karena adanya
interaksi antara dirinya dengan LINGKUNGAN, bersifat cukup permanen.
Planning Objectives and Evaluation
Equal Employment Opportunity
Job Analysis
HR Planning and Recruitment
Job Design, HR Planning Traffic and Air Controller Tujuan Pengajaran
Tujuan Pengajaran
The Comparative Approach in education HRM
Process-System View
2. Assess Conditions
2. Assess Conditions
External conditions
Organization conditions
Education in Changing Environment Tujuan Pengajaran
Tujuan Pengajaran
Employee conditions
Competitive Advantage Through HR
Equal Employment Opportunity factor in organization, performance, and motivasi kinerja individu & kelompok
3. Planning and Setting
3. Planning and Setting Objectives Objectives
Planning Objectives and Evaluation
Equal Employment Opportunity
Job Analysis
HR Planning and Recruitment
Job Design, HR Planning Traffic and Air Controller Tujuan Pengajaran
4. External Staffing
4. External Staffing
External Recruiting
External Employee Selection
Employee Separation
Work Force Reduction and Retention
Personnel Selection
Employment Interview
Recruitment and Selection
Career Transitions Tujuan Pengajaran
5. Employee Development
5. Employee Development
Tujuan Pengajaran
Internal Staffing & Career Development
Training, Orientation and Development
Organizational Training Career Development
Performance Appraisal
Skills, Training, Management & Career Development
5. Education Activites &
5. Education Activites & Compensation Compensation
Tujuan Pengajaran
Compensation External & Internal Comparison
Paying Individual Employees, Benefits
Direct & Indirect Compensation
Pay for Performance
6. Education Activites
6. Education Activites
Tujuan Pengajaran
Compensation External & Internal Comparison
Paying Individual Employees, Benefits
Direct & Indirect Compensation
Pay for Performance
Tujuan Pengajaran
Employee/Labor Relations
Employee Realitions
Collective Bargaining
Labor Relations, Objectives & Evaluating
Strategies for Improving Quality, Productivity and QWL
Labor relations, Collective Bargaining, Employee Health and Safety
Measurement Issues in HRM
Assessment Guidelines and Assessment Forms
for Self, Peer and Designated AssessorsHuman resource planning gathers and uses information to support decisions about investing resources in HR activities.
This information includes future objectives, trends, and gaps between desired and actual outcomes
PLANNING IS DIAGNOSTIC DECISION MAKING
Decision are choices based in information. Every decision involves expending resources, usually to achieve some goal.
THE FOUR PLANNING QUESTION
1. Where Are We Now ?
2. Where Do We Want to Be ?
3. How Do We Get from Here to There ?
4. How Did We Do ?
The Planning Process at the Heart of the Diagnostic Approach Planning Question
Diagnostic Approach Assessing external and
Where Are We Now ? organizational conditions and employee characteristics Set Human Resource Objectives, based on efficiency and equity, Where Do We Want to Be ? according to dimensions that matter to the key stakeholder
Chose human resource activities and expend resources How Do We Get from Here to There ? necessary
Evaluate results by assessing new How Did We Do ? conditions according to the objectives
Where Are We Now ? and start the process again
Human resources decisions are choice about how to expend
resources on HR activities aimed at meeting objectives. Decisions require (1) Objective, which establish the gaps to be reduced; (2) Alternative which are the available choices, each requiring resources and producing an anticipated set of outcomes; (3)
Attributes, which are the characteristics of the alternatives that
relate to the objectives and are compared in choosing among alternatives; and (4) Evaluation standards, which are the outcomes measured to assess success that should reflect the original objectives
A human resources plan specifies the alternatives
selected through HR decisions, and the attributes of the
standards that are used to evaluate them. PLANNING LINKS ACTIONS AND CONSEQUENCES
CALCULATING THE RETURN ON INVESTMENT IN HUMAN
RESOURCES
- Quantity - Quality - Cost PLANNING INTEGRATES HUMAN RESOURCES ACTIVITIES
CAN HUMAN RESOURCES PROVIDE A COMPETITIVE ADVANTAGE ?
Sustainable competitive advantage
occurs when an organization is implementing a value creating strategy that is not being implemented simultaneously by any current or potential competitors, and when other organizations are incapable of duplicating the benefits of that advantage Sustainable competitive advantage is caused by resources that :
1. Add value to the organization
2. Are unique or rare among competitors
3. Cannot be perfectly imitated by others
4. Cannot be substituted by resources that others process
Planning from Mars The Environment
The Organization Level Human Resources Quantity and Deployment
Human Resources Department/Function Level Specific Human Resources Management Activities
Employment planning aims to get the right numbers and types of employees doing the right work at right time. Employment planning
involves three basic phases: (1) analyzing HR demand, (2) analyzing HR supply, (3) reconciling important discrepancies between demand and supply by maintaining or changing HR activities
SUPPLY DEMAND ANALYSIS : WHERE DO WE WANT TO BE ?
HOW TO MEASURE EDUCATION RESOURCE DEMAND AND
INTERNAL SUPPLY ANALYSIS : WHERE ARE WE NOW? WHERE
WILL WE BE ? EXTERNAL SUPPLY ANALYSIS : WHO IS JOINING THE
ORGANIZATION ? WHO WILL BE JOINING ?
Demand analysis Organizational conditions Marketing plans Finance plans Operating plans Technology plans Forecast demand Quantity Experience Capability Diversity Costs
Employee quantity changes Promotion Demotion Transfers Quits Layoffs Retirements Dismissals
Employee activity change Compensation Training Job design Communication
Forecast internal available supply? Quantity Experience Capability Diversity Costs
Forecast external supply? Quantity Experience Capability Diversity Costs Attracting candidates Selecting new hires
Current Inventory
analysis
InternalCompare with External Supply Analysis
3. EMPLOYEE CHARACTERISTICS
3. EMPLOYEE CHARACTERISTICS
Tujuan Pengajaran
Employee conditions
Competitive Advantage Through HR
Equal Employment Opportunity factor in organization, performance, and motivasi kinerja individu & kelompok
Performance
Performance reflects the organization’s success, so it is perhaps the most obvious employee characteristic to measure. Employee performance is fundamental to other HR
activities, such as who to hire, promote, lay off and reward
Attitudes and Opinions
Performance reflects mainly the efficiency objectives of the organizations, but equity objectives are also key to the diagnostic approach is the process that measure employee performance.
Employee performance is the degree to which employees accomplish work requirements
Six Key Questions in Performance Assessment Why assess performance ? What performance assess ? How to assess performance ? Who should assess performance ?
How to communicate performance assessments ?
Why Measure Performance, a “Deadly Disease”?
Value Added: Integrating HR Activities
Performance information can serve four general purpose; (1) providing feedback about strengths and weakness; (2) distinguishing between individuals to allocate reward; (3) evaluating and maintaining the human resource systems of the organizations; and (4) creating a paper trail to document the reason for certain action, such as dismissing an employee
Potential Conflict
Individual Goals Individual Goals Purpose Organization Goals Purpose Organization Goals
High pay Allocating rewards
Pay for performance Career progress and opportunities
Promote most qualified Job security
Weed out unsatisfactory workers Within-organization
Within-organization conflict conflict
Individual-organization conflict Providing
Help employee improve Discuss difficulties feedback and
Identify training needs Locate assistance counseling
Improve communication Share ideas
What Performance to Measure Citizenship Counterproductivity
Organization Citizenship reflect helpful and cooperative behaviors that go beyond the specific tasks of the job
including (1) helping other, (2) sharing and creating new ideas, (3) being dependable and reliable, (4) defending and promoting the organization’s goal
Example of Performance Criteria Skills/Abilities/Needs/ Skills/Abilities/Needs/ Traits Traits Behaviors Behaviors Result Result
Customer satisfaction
Social needs
Social needs
Attend regularly
Attend regularly
Customers served
Customers served
Dependability
Dependability
Submit suggestions
Submit suggestions
Customer satisfaction
Loyalty
Equipment repairs
Loyalty
Smoking abstinence
Smoking abstinence
Honestly
Honestly
Drug abstinence
Drug abstinence
Creativity
Creativity
Leadership
Leadership
Equipment repairs
Job knowledge
Job knowledge
Licenses
Perform tasks
Perform tasks
Sales
Sales
Strength Strength Obey instructions Obey instructions Production levels Production levels Eye-hand coordination
Eye-hand coordination
Report problems
Report problems
Production quality
Production quality
Licenses
Maintain equipment
Follow rules
Maintain equipment
Wastage/scrap
Wastage/scrap
Business knowledge
Business knowledge
Maintain records
Maintain records
Accidents
Accidents
Desire to achieve
Desire to achieve
Follow rules
How to Measure Performance Comparing to Objectives: MBO
Some companies encourage supervisors and employees to set goals that are SMART :
S pecific results are obtained M easurable in quantity, quality, and impact A ttainable, challenging yet within view R elevant to the work unit, organization, career, and so forth T ime-specific, with deadlines to expect a result
Performance Assessment Comparisons Comparison to Agree Comparison to Agree Objectives Objectives Comparison to Comparison to Job Standards Job Standards Comparison between Comparison between Individuals Individuals
Critical incidents
Essays/diaries
Essays/diaries
Scale (BARS)
Scale (BARS)
Anchored Rating
Anchored Rating
Behaviorally
Behaviorally
Critical incidents
Management by objectives
Management by objectives
Rating sales
Forced distribution
Forced distribution
Checklists
Checklists
Banking
Banking
Physical observation
Physical observation
Rating sales
ABSENTEEISM
Absenteeism is the frequency and/or duration of work time lost when employees don’t come to work.
Attendance, the opposite of absenteeism, is how often an employee is available for work
The formula for absence used by the Bureau of National Affairs (BNA) is :
Worker days lost through job absence during the month Average number of employees X Number of work day in month
A Diagnostic Model of employee Attendance
Attendance barriers Illness and accidents Family responsibility Transportation problems
Perceived ability Organizational to attend practices
Absence Attendance Attendance culture motivation
Employee attitude, values, and goals
Job satisfaction
is a pleasurable or positive emotional reaction to a person’s job experiences
Organizational commitment is a strong belief in the
organization’s goals and values, a willingness to exert considerable effort on behalf of the organization, and a strong desire to remain a member of the organization
Employee opinions
are personal evaluation of specific organizational characteristic, such as policies, procedure and relationships
Perceived justice
reflects employee beliefs that the procedure, outcomes and interactions at work are fair
Tujuan Pengajaran
Employee conditions
Competitive Advantage Through HR
Equal Employment Opportunity factor in organization, performance, and motivasi kinerja individu & kelompok
Performance
Performance reflects the organization’s success, so it is perhaps the most obvious employee characteristic to measure. Employee performance is fundamental to other HR
activities, such as who to hire, promote, lay off and reward
Attitudes and Opinions
Performance reflects mainly the efficiency objectives of the organizations, but equity objectives are also key to the diagnostic approach is the process that measure employee performance.
Employee performance is the degree to which employees accomplish work requirements
Six Key Questions in Performance Assessment Why assess performance ? What performance assess ? How to assess performance ? Who should assess performance ?
How to communicate performance assessments ?
Why Measure Performance, a “Deadly Disease”?
Value Added: Integrating HR Activities
Performance information can serve four general purpose; (1) providing feedback about strengths and weakness; (2) distinguishing between individuals to allocate reward; (3) evaluating and maintaining the human resource systems of the organizations; and (4) creating a paper trail to document the reason for certain action, such as dismissing an employee
Potential Conflict
Individual Goals Individual Goals Purpose Organization Goals Purpose Organization Goals
High pay Allocating rewards
Pay for performance Career progress and opportunities
Promote most qualified Job security
Weed out unsatisfactory workers Within-organization
Within-organization conflict conflict
Individual-organization conflict Providing
Help employee improve Discuss difficulties feedback and
Identify training needs Locate assistance counseling
Improve communication Share ideas
What Performance to Measure Citizenship Counterproductivity
Organization Citizenship reflect helpful and cooperative behaviors that go beyond the specific tasks of the job
including (1) helping other, (2) sharing and creating new ideas, (3) being dependable and reliable, (4) defending and promoting the organization’s goal
Example of Performance Criteria Skills/Abilities/Needs/ Skills/Abilities/Needs/ Traits Traits Behaviors Behaviors Result Result
Customer satisfaction
Social needs
Social needs
Attend regularly
Attend regularly
Customers served
Customers served
Dependability
Dependability
Submit suggestions
Submit suggestions
Customer satisfaction
Loyalty
Equipment repairs
Loyalty
Smoking abstinence
Smoking abstinence
Honestly
Honestly
Drug abstinence
Drug abstinence
Creativity
Creativity
Leadership
Leadership
Equipment repairs
Job knowledge
Job knowledge
Licenses
Perform tasks
Perform tasks
Sales
Sales
Strength Strength Obey instructions Obey instructions Production levels Production levels Eye-hand coordination
Eye-hand coordination
Report problems
Report problems
Production quality
Production quality
Licenses
Maintain equipment
Follow rules
Maintain equipment
Wastage/scrap
Wastage/scrap
Business knowledge
Business knowledge
Maintain records
Maintain records
Accidents
Accidents
Desire to achieve
Desire to achieve
Follow rules
How to Measure Performance Comparing to Objectives: MBO
Some companies encourage supervisors and employees to set goals that are SMART :
S pecific results are obtained M easurable in quantity, quality, and impact A ttainable, challenging yet within view R elevant to the work unit, organization, career, and so forth T ime-specific, with deadlines to expect a result
Performance Assessment Comparisons Comparison to Agree Comparison to Agree Objectives Objectives Comparison to Comparison to Job Standards Job Standards Comparison between Comparison between Individuals Individuals
Critical incidents
Essays/diaries
Essays/diaries
Scale (BARS)
Scale (BARS)
Anchored Rating
Anchored Rating
Behaviorally
Behaviorally
Critical incidents
Management by objectives
Management by objectives
Rating sales
Forced distribution
Forced distribution
Checklists
Checklists
Banking
Banking
Physical observation
Physical observation
Rating sales
ABSENTEEISM
Absenteeism is the frequency and/or duration of work time lost when employees don’t come to work.
Attendance, the opposite of absenteeism, is how often an employee is available for work
The formula for absence used by the Bureau of National Affairs (BNA) is :
Worker days lost through job absence during the month Average number of employees X Number of work day in month
A Diagnostic Model of employee Attendance
Attendance barriers Illness and accidents Family responsibility Transportation problems
Perceived ability Organizational to attend practices
Absence Attendance Attendance culture motivation
Employee attitude, values, and goals
Job satisfaction
is a pleasurable or positive emotional reaction to a person’s job experiences
Organizational commitment is a strong belief in the
organization’s goals and values, a willingness to exert considerable effort on behalf of the organization, and a strong desire to remain a member of the organization
Employee opinions
are personal evaluation of specific organizational characteristic, such as policies, procedure and relationships
Perceived justice
reflects employee beliefs that the procedure, outcomes and interactions at work are fair
7. HRM Activities &
7. HRM Activities & Compensation Compensation
Tujuan Pengajaran
Compensation External & Internal Comparison
Paying Individual Employees, Benefits
Direct & Indirect Compensation
Pay for Performance
Includes financial returns and tangible service and benefits employees receive as part of an employment relationship Pays systems can be designed to achieve a number of objectives, including:
1. Improve productivity and customer satisfaction
2. Control costs
3. Treat employees fairly
4. Comply with laws
5. Enhance individual and/or team performance
External competitiveness
refers to the pay relationships among organizations. The heart of the concept of external competitiveness is its relative nature: comparisons with other employers External competitiveness focuses on three key issues:
1. Measuring the market (what competitors are paying)
2. Setting a pay level relative to competitors that reflects external competitiveness policy
3. Implementing programs to achieve that targeted pay level
Pay level
refers to the average of the array of rates paid by an employer
Pay level
focus on two objectives
1. Attracting and retaining employees
2. Controlling labor costs
Calculating Labor Costs
Average Average
- + Labor costs Employment
=
X Cash compensation Benefit cost Core Based pay Contingent
Variable pay
Conducting a Survey
Pay surveys are conducted by employers. Either individually or in associations, by consulting firm, and by government agencies
Wage surveys report rates paid by relevant competitors for
specific jobs
Relevant market
- Keys job
- The work content is relatively stable over time
- A large number of employees hold them
- They are common across a number of different employers
- They are free of discriminatory employment patterns
- They are not subject to recent shortages or surpluses in the marketplaces
Survey Results
Key decision includes :
2. Whether to base the structure on jobs, skills, competencies, or the market
3. How to meld the internal structure with external pay data
Pay structures
are the pay relationships among different jobs within a single organization
Result Internal Structures – Job, Skill, and Competency based
Vice President Division general managers Managers
Project Leaders Supervisors Head/Chief scientist Senior associate scientist Associate scientist
Scientist Technician Assembler I Inspector I
Packer Materials handler Inspector II Assembler II
Drill press operator Rough grinder Machinist I Core maker
Administrative assistant Principal administrative secretary
Administrative secretary Word processor Clerk/messenger
Job evaluation Competency based
Skill based Job evaluation
Managerial group Technical group
Manufacturing group Administrative group
Designing a Job-Based Structure: Job Evaluation Job Evaluation
systematically assesses jobs as a basis for deciding pay. It includes assessing job duties and responsibilities, the skills required to perform jobs, and relative contribution of each job to the organization’s objectives
Point Methods: The Most Common Job Evaluation Method
Point methods have three common features :
1. Compensable factors
2. Numerically scaled factor degrees
3. Weight reflecting the importance of each factor
Compensable factors, is a work-related job attribute of value to
the organization that provides a basis for comparing relative worth
To be useful, compensable factors should be:
- Based on the work performed
- Based on the strategy and values of the organization
- Acceptable to those affected by the resulting pay structure
Skill-Based Structures
Skill-based plan can be grouped into two type:
1. Knowledge-based plans link pay to depth of knowledge related to one job
2. Multi skill-based plans link pay to the number of different jobs (breadth) an employee is certified to perform Skill analysis is a systematic process of collecting information about the knowledge or skills require to perform work in an organization
Contrasting Approaches Criteria Criteria Job evaluation Job evaluation Skill Based Skill Based Competency Competency based based
Advantages Advantages
Vague; hard to Vague; hard to define of measure, define of measure, can become can become obsolete obsolete
Can become Can become expensive and/or expensive and/or bureaucratic; can bureaucratic; can become obsolete become obsolete
Potential, Potential, bureaucracy; bureaucracy; inflexible inflexible
Disadvantages Disadvantages
Flexibility, rewards Flexibility, rewards development development
Flexibility, reduce Flexibility, reduce workforce rewards workforce rewards continuous continuous learning learning
Pay based on Pay based on value of work value of work performed performed
What is valued What is valued Compensable Compensable factors factors
Skill blocks Skill blocks Competencies Competencies Quantity the value Quantity the value
Certification and Certification and market pricing market pricing
Assign points that Assign points that reflect criterion reflect criterion pay structure pay structure
Mechanisms to Mechanisms to translate into pay translate into pay
Levels Levels
Competencies Competencies
Skill levels Skill levels
Factor degree and Factor degree and weight weight
Certification and Certification and market pricing market pricing
Three basic issue are :
1. Why should employees be paid differently ?
2. How to do it ?
3. Does it really matter ? Many employers pay different rates to employees doing the same job. According to the pay model, these differences certainly reflect
external competitive
differences in policies (lead, match, lag
internal alignment
competitors’ pay) and differences in policies (how valuable the jobs to each organization’s objectives). Their differences in pay may also reflect manager’s decisions to pay for employee
contributions
(performance and/or experience)
Flat Rates
Some managers pay a flat rate for a job (or skill level) and then attach a bonus or incentive to recognize performance differences.
Gainsharing plans follow this logic. Under these plans, differences in team or unit performance, rather than individual differences, are recognized with pay.
Pay Ranges
The logic is that the value of employees contributions on a job can range between some minimum and some maximum.
1. Develop grades
2. Design midpoints, maximums, and minimums
Boardbanding The variety of available plans using the following two dimensions:
1. Determine the level at which performance is measured; that is, decide if individual performance or group performance determines pay increases
2. Determine whether the performance payment increases base pay
Merit pay: Individual Employees Matter
Merit pay combines the following three elements, the first two of which have already been discussed :
1. Individual performance evaluation
2. Pay ranges designed to reflect differences in performance and/or experience that managers with recognize with pay
3. Merit increase guidelines that translate a specific performance rating and position in the pay range to a percent merit increase
Pay-for-Performance Plan Decisions Decision Decision Merit Merit Gainsharing Gainsharing Profit Sharing Profit Sharing Objectives Objectives and and philosophy philosophy
All employees Team members
Unit level financials Unit level financials (return on asset, return (return on asset, return on capital) on capital)
Team level Team level measures (Costs, measures (Costs, quality, quantity) quality, quantity)
Performance Performance measures measures Performance Performance appraisal ratings appraisal ratings
Variable Variable
Variable
Variable
Increase fixed costs costs
Cost effects Cost effects Increase fixed
Professionals and managers managers
Team members Professionals and
Signals meritocracy Signals meritocracy
Individual Individual contributions contributions matter matter
Control costs Control costs
Short time Short time
Total unit membership Total unit membership matters matters
Signals performance Signals performance philosophy philosophy
Control costs Control costs
Short time Short time
Team contributions Team contributions
matter
matterSignals performance Signals performance philosophy philosophy
Control costs Control costs
Support longer Support longer term commitment term commitment
Eligibility Eligibility All employees
Decision Decision Merit Merit Gainsharing Gainsharing Profit Sharing Profit Sharing Threshold Threshold Minimum
Form of pay Form of pay Cash spread over
Communication participation participation
Communication participation participation Communication
Communication Communication
Manage plan Manage plan and change and change Communication
Cash lump Cash lump
Cash lump Cash lump
Cash spread over budget cycle budget cycle
By performance achieved By performance achieved
Minimum performance performance appraisal rating appraisal rating Minimum cost,
By performance By performance achieved
achieved
Merit grid Merit grid
Ceiling on payouts Award Award schedule (size schedule (size and timing) and timing)
Ceiling on payouts Ceiling on payouts
Merit budget Ceiling on payouts
Cap Cap Merit budget
Minimum financial return required required
Minimum cost, quality, quantity quality, quantity required required Minimum financial return
Pay-for-Performance Plan Decisions
Gainsharing
According to its advocates, gainsharing is more than a group incentive scheme. It’s part of a total management approach or philosophy Gainsharing
Quality Shop supplies Productivity
- =
bonus (Scarp savings) (Cost savings)
(Labor costs)
DOES PAYING FOR EMPLOYEE CONTRIBUTIONS PAY OFF ?
Pay for Performance Affects Equity
Leverage is the ratio of variable pay base pay
Risk is the probability that an employee will get an increase
commensurate with his or her effort
Procedural justice refers to the fairness of the process by which the
plan is designed an managed
Pay for Performance Affects Efficiency
One of the key reasons for being systematic about pay decisions is to control costs. A simple model shows the three main factors that determine labor costs:
Costs = Employment x (Cash compensation + Benefits) where
- Employment includes both number of employees and number of hours worked
- Cash compensation includes wages and variable pay
- Benefit costs includes health and life insurance, pensions, and the like
- - Gaining acceptance - Ensuring Legal Compliance - Comparable Worth - Special Group
Gaining acceptance
One common approach to gaining acceptance, understanding, and valuable idea from managers and employees is by using compensation committees that include key managers, nonmanagerial employees, and/or union officials
Ensuring Legal Compliance No matter its form, pay systems must comply with legislation.
If an employer is operation in several different countries, there are several different sets of legislation to comply with
- Wages and Hour Regulation -
Exemptions
- Minimum Wages - Prevailing Wages Laws - Overtime pay - Wages control and Gridlines - Child labor prohibition
Comparable Worth
Equal work is defined by four factors: (1) equal skills, (2) equal effort, (3) equal responsibility, and (4) equal working condition.
Differences in pay for equal work are permitted if they result from (1) differences in seniority, (2) differences in quality of performance, (3) differences in quantity and quality of production (incentives), or (4) some factor other them gender or race
Special Group
- Executives : A Really Special Group - The Critics: Greed, Sticky Downward, and Trust Gap
- Comparing Wages and Productivity - Comparing Systems - Global Snapshots - Expatriate pay
Comparing Systems
- Objectives of pay systems
- External competitiveness
- Internal alignment
- Employee contributions
- Implementation
Equivalent salary eet allowance host country Balance Sh Approach Relocation bonus Taxes
Allowances, paid by company cy
Base country salary Basic country, paid by en
Housing
expatriate rr Taxes cu y tr Housing n u co Service Service e as allowance allowance B Reserve Reserve
- - Unions
- Contributions versus Entitlements
- A Benefits Gap
- - Effects on Costs
- Effects on Employee Behaviors - Effects on Equity
Employee benefits are the indirect forms of total
compensation; they include paid time away from work, insurance and health protection, employee services, and retirement income
Contributions versus Entitlements
Benefit strategies are mirrored in the specific benefit
decisions managers make.
Critics argue that as benefits increase, contributions,
responsibility, and initiative are less and less linked to
compensation and reward.Decision makers face a basic trade-off between entitlements
and contributions. The trade-off is between the proportion of
total compensation received in the form of benefits
(entitlements) for simply holding a job or belonging to the
organization, and the proportion allocated to increasing unit
productivity, superior performance, innovation, and risk
taking (contributions)SETTING BENEFIT OBJECTIVES AND STRATEGIES
Typically, benefits are designed to accomplish three objectives :
1. Competitiveness, including cost effectiveness
2. Compliance with legal regulations
3. Choices tailored to the individual employee, including needs and preferences Cost Comparisons
Comparisons can be made on total benefit costs, costs
per employee, or percentage of payroll.- - Civil Right - Fiduciary Responsibility - Mandate Benefits
Civil Right
1. Plans that require women to contribute a higher premium that men to perceive the same benefits as men, other things being equal
2. Plains that require women to contribute the same amount but pay them smaller benefits than men, other things being equal For people who work past age 65, however, special rules regarding pensions, life insurance and health care may be
applied
Fiduciary Responsibility
Employee Retirement Income Security Act Eligibility Vesting and Portability Funding and Fiduciary Liabilities Termination responsibilities
Accounting Regulations Mandate Benefits
Social Security Unemployment Compensation
Workers’ Compensation
Family Leave- - Employer-Purchased Insurance - Paid Time Away from Work
- Employee Services - Retirement Income
EMPLOYER-PURCHASED INSURANCE
Three major forms of insurance are common :
1. Health insurance
2. Group Life Insurance,
is one of the oldest and most widely available employee benefits.
3. Long-term sickness and accident/disability insurance
protect employees who have accidents at work that leave them unable to work, temporarily or permanently.
RETIREMENT INCOME
Employees’ retirement income comes from four sources mandated Social Security benefits, private pensions, asset income, and earning. Employers play a role in all of these categorizes
Asset Income
Asset income is money generate by personal savings and investment. There are a wide variety of employer-assisted savings or capital accumulations plans
Employee Stock Ownership Plans
Under these plans, employers make payments to a trust, which purchases the employer’s stock, for benefit of employees
Private Pensions There are two basic types of pensions plans.
A defined benefit plan pays out a guaranteed amount every month for the life of the retiree.
Defined contribution plans, which specify the amount of money paid
OUTSOURCING is the practice of subcontracting work
outside a company, often to nonunion or foreign
organizationsEffects on Costs
Effects on Equity an important objective of benefits decisions is to positively affect employees attitudes about the fairness and adequacy of benefits
Because health care cost have experienced the greatest growth, increasing almost three times faster than overall price increase in the economy, they have received most of the attention